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Physical Fidelity is the level to which a simulator resembles the environment, equipment, and tasks of the actual job. The essence of this training strategy is the emphasis on realism should minimize the differences between training and performance. The realistic reproduction of the performance environment will capture the essential psychological processes that underlie learning and performance.

Psychological Fidelity is the level to which simulator participants feel as though they are part of the actual work environment. The essence of this training strategy is to prompt the psychological processes relevant to performance in the real work setting. This approach is based on the use of theory to design simulation experiences that induce the psychological processes relevant to the performance requirements of the job.

Fidelity is an important concept to an organization and employee because one can see the extent to which skills and attitudes acquired during training are transferred to the actual work and environment. This concept is also advantageous to the organization because training in the real world might be dangerous or very expensive. For example, the aviation industries use fidelity methods to recreate simulators that look like an actual cockpit. It would be very dangerous and extremely expensive if pilots were trained using real airplanes. During a pilot-training simulation, different types of weather can be introduced to see how the trainee handles the changes. Once again this goes to show that employees can train safely during a simulation of turbulent weather so they can have an idea of what to expect and see how they would react. This goes to show how both the organization and employee benefit from simulations that have both psychological and physical fidelity attributes.

Examples of these which are not in the textbook are

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a) The first thing I would do is take a picture of what I am seeing. Then I would stop the workers from what they are doing and have them pull the employee that is hanging upside down by his legs up.
b) My next steps would be to document in detail what I have witnessed and interview the employees that were involved to see why they were doing what they were doing. This would be the time to study the behavior of the employees to see whether their performance meets the work standards. In this case, it is obvious that the behavior of these employees do not meet safe work standards or practices. At this point it would be necessary to ‘define the desired performance.’ This is a necessary step because discrepancies need to be identified to determine the need for additional training. The next step would be to ‘determine the gap between desired and actual performance,’ to identify each employees performance against the standard level of performance. This step will help to identify what performance issues there are for each individual employee and where there is a gap between the desired and actual performance. The final step would be to ‘identify the obstacles to effective performance’ to see what the causes of the gap are. It is possible that the gap is the result of an employee(s) not having the proper knowledge, skills, or abilities to perform the job duties. After the barriers to effective performance have been identified it is necessary to determine the solutions. The solution(s) depend on the barriers that have been identified; it may be necessary that employees be given additional training to improve performance.
c) In my opinion the factors that may have contributed to this particular incident are the following:
1) Lack of knowledge – I think that in this particular case it is a lack of knowledge more than anything else. While these workers posses the necessary skills and motivation to perform the job, there is no knowledge of the safety precautions.
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