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Term	Definition
Kirkpatrick levels	In 1959, in the Journal of American Society of Training Directors, Donald Kirkpatrick of the University Of Wisconsin published a series of articles on the evaluation of training, later published in Evaluating Training Programs (1994, Berrett-Koehler). Kirkpatrick's four levels of evaluation of training are: reaction (how students feel about training?), learning (what knowledge/skills were transferred?), behaviour (did the transfer result in altered action?) and results (what was the effect on the business of the transfer?). In the 1990s this was extended to a fifth level by Jack J. Phillips of the ROI Institute, who introduced a methodology for assessing the monetary impact of Kirkpatrick's fourth level.
knowledge management	The practice of identifying, collecting, organising and making available organisational knowledge. This can include information, practices and processes and may be explicitly recognised (eg in documentation) or tacitly held (eg in individual experience and insight). As a managerial and organisational discipline, KM has its roots in Ikujiro Nonaka's work of the early 1990s.

Term

Definition

Kirkpatrick levels

In 1959, in the Journal of American Society of Training Directors, Donald Kirkpatrick of the University Of Wisconsin published a series of articles on the evaluation of training, later published in Evaluating Training Programs (1994, Berrett-Koehler). Kirkpatrick's four levels of evaluation of training are: reaction (how students feel about training?), learning (what knowledge/skills were transferred?), behaviour (did the transfer result in altered action?) and results (what was the effect on the business of the transfer?). In the 1990s this was extended to a fifth level by Jack J. Phillips of the ROI Institute, who introduced a methodology for assessing the monetary impact of Kirkpatrick's fourth level.

knowledge management

The practice of identifying, collecting, organising and making available organisational knowledge. This can include information, practices and processes and may be explicitly recognised (eg in documentation) or tacitly held (eg in individual experience and insight). As a managerial and organisational discipline, KM has its roots in Ikujiro Nonaka's work of the early 1990s.

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