Professional Documents
Culture Documents
CELADINA
Ed.D-
Submitted to: Dr. E. Buela
Topic: Models of Professional Development
In this model, a number of teachers are often trained in a particular content, and they in
turn go ahead and train their colleagues on the same (Kennedy, 2005 Kennedy, A. (2005).
This is an immediate benefit of the cascade model—the ability to reach a large number of
teachers within a short period of time.
Five criteria that should be present in order for the cascade approach to be successful. These are:
(1) The method of conducting the training must be experiential and reflective rather
than trans missive;
(2) The training must be open to reinterpretation; rigid adherence to prescribed ways of
working should not be expected;
(3) Expertise must be diffused through the system as widely as possible, not
concentrated at the top;
(4) A cross-section of stakeholders must be involved in the preparation of training
materials;
(5) Decentralization of responsibilities within the cascade structure is desirable.
Popular as it appears to be among developing nations, the cascade model is however not
without challenges. One of the areas that this model has been faulted in is its “trickle-down
effect”, which is the watering down of content as it is passed on to trainees.
One key characteristic of the cascade model is that it is often carried out in settings different
from those of the school environment, in an attempt to reach many teachers at a lower
cost.
Cascade Training, commonly known as “Train the Trainer” is a cost effective way for
businesses to roll out training throughout departments, specialties, or the entire company.
In a traditional Train the Trainer model, a subject matter expert—typically an external
consultant—trains a group of company leaders and teaches them how to best train others in
that subject.
In turn, these initial trainees then train a larger group of employees, who then may train
another group themselves, and so on. In this way, subject matter knowledge—be it a new
enterprise software system, new sales program, or updated compliance policy—is cascaded
down throughout the organization.
There are a number of benefits of the Train the Trainer method. Companies around the
world are eschewing traditional, singular eLearning and classroom initiatives for a cascaded
approach to learning, often opting for a blended learning program that combines
consultation with a modern online platform.
1. Cost effectiveness
Cascade training drastically cuts down on the upfront costs of training. The billable time of
external consultants is limited to one or two days before being handed over to internal
teams. Because the majority of the training is managed internally, it is easier to
accommodate employee schedules and minimize business disruption. In-house training also
eliminates travel costs for employees who would otherwise go off site for training.
Cascade training maximizes the efficiency of the entire training process. Organizations can
quickly build up teams of trainers. Knowledge trickles down the organizational ladder quickly
and training sessions and follow-ups can be scheduled at any time. Participants of cascade
training typically learn faster and retain information better than in other training methods.
3. Increased satisfaction
It is a widely accepted psychological determination that how well students learn depends on
the degree of satisfaction that both teachers and students take in the learning process.
Those who feel fulfilled learn faster and retain information better. Once the initial trainees
become the trainers, they add the local company knowledge to the material, navigate
company culture, and better relate to the employees they are teaching. Knowledge is
transferred internally, so there is room for follow-up after the initial training to tackle any
unexpected questions or troubleshoot any problems. Cascade training guarantees there will
always be a competent subject matter expert in-house.
A positive byproduct of a cascaded Train the Trainer technique is that the leadership and
communication skills of trainers are sharpened. Perhaps internal trainers are managers used
to dealing with their own team and are now challenged to train an entire department.
Training takes preparation and practice. Leaders are pushed to think outside the box and
work with subject matter typically outside their daily purvey. This new role builds self-
confidence and demonstrates value.