case below, the original source material 15 yivell y mine the type of plagiarism by clicking the appropriate radio button. Original Source Material Student Version Learning is a complex set of processes that may vary according to the developmental level of the learner, the nature of the task, and the context in which the learning is to occur. As already indicated, no one theory can capture all the variables involved in learning. A learning theory is made up of a set of constructs linking observed changes in performance with whatever is thought to bring about those changes. Therefore since learning is a complex set of processes that may vary according to the developmental level of the learner, the nature of the task, and the context in which the learning is to occur, it is apparent that no one theory can capture all the variables involved in learning. References: Gredler, M. E. (2001). Learning and instruction: Theory into practice (4th Ed.). Upper Saddle, NJ: Prentice-Hall. A learning theory, there, comprises a set of constructs linking observed changes in performance with what is thought to bring about those changes. References: Driscoll, M. P. (2000). Psychology of learning for instruction (2nd Ed.). Needham Heights, MA: Allyn & Bacon. Determine the type of plagiarism by clicking the appropriate radio button. Original Source Material Student Version When major changes are initiated in organizations, "... there is often the implicit assumption that training will 'solve the problem.' And, indeed, training may solve part of the problem." (Dormant, 1986, p. 238). Major changes within organizations are usually initiated by those who are in power. Such decision-makers sponsor the change and then appoint someone else - perhaps the director of training - to be responsible for implementing and managing change. Whether the appointed change agent is in training development or not, there is often the implicit assumption that training will "solve the problem." And, indeed, training may solve part of the problem.... The result is that potentially effective innovations suffer misuse, or even no use, in the hands of uncommitted users. References: Dormant, D. (1986). The ABCDs of managing change. In Introduction to Performance Technology (p. 238-256). Washington, D.C.: National Society of Performance and Instruction. References: Dormant, D. (1986). The ABCDs of managing change. In Introduction to Performance Technology (p. 238-256). Washington, D.C.: National Society of Performance and Instruction