EVALUATING PERFORMANCE AFTER TRAINING THE RECOGNITION OF PICTURES BY TOUCH
制定适合的培训计划英文

制定适合的培训计划英文1. Identifying Training NeedsThe first step in developing a training plan is to identify the specific training needs of the organization and its employees. This can be done through a variety of methods, including surveys, interviews, and performance evaluations. It is important to gather input from both employees and managers to ensure that the training plan addresses the needs of all stakeholders.During this process, it is important to consider both the individual training needs of employees and the broader organizational goals. For example, if the organization is planning to implement a new software system, employees may need training on how to use the new system. Additionally, if the organization is looking to improve customer service, employees may need training on effective communication and conflict resolution skills.2. Setting Training ObjectivesOnce the training needs have been identified, the next step is to define clear and measurable training objectives. These objectives should outline what employees are expected to learn and achieve as a result of the training. For example, if the training is focused on improving sales skills, the objectives may include increasing the conversion rate of leads and improving customer satisfaction scores.Setting training objectives is important because it provides a clear framework for the training program and helps to ensure that the training is aligned with the organization's goals. Additionally, having clearly defined objectives makes it easier to evaluate the effectiveness of the training program once it has been completed.3. Selecting Training MethodsThere are a variety of training methods that can be used to deliver training, including classroom-based training, e-learning, on-the-job training, and workshops. When developing a training plan, it is important to select the training methods that are best suited to the organization and its employees.Factors to consider when selecting training methods include the nature of the training content, the learning preferences of employees, and the available resources. For example, if the training is focused on technical skills, e-learning or on-the-job training may be the most effective methods. On the other hand, if the training is focused on developing interpersonal skills, a workshop or classroom-based training may be more appropriate.4. Developing Training MaterialsOnce the training methods have been selected, the next step is to develop the training materials. This may include creating presentations, handouts, and interactive exercises. When developing training materials, it is important to ensure that they are engaging andrelevant to the training objectives. Additionally, the training materials should be tailored to the specific needs and learning styles of the employees.In some cases, it may be necessary to outsource the development of training materials to a third-party provider. This can be beneficial if the organization lacks the internal resources or expertise to develop high-quality training materials. However, it is important to carefully vet potential providers to ensure that they are able to deliver materials that meet the organization's needs.5. Delivering the TrainingOnce the training materials have been developed, the next step is to deliver the training to employees. This may involve scheduling training sessions, assigning employees to complete e-learning modules, or setting up on-the-job training opportunities.When delivering the training, it is important to consider the logistics of the training, such as the timing and location. It is also important to ensure that employees have the necessary support and resources to complete the training, such as access to computers or training materials.6. Evaluating the TrainingThe final step in developing a training plan is to evaluate the effectiveness of the training. This may involve gathering feedback from employees, conducting assessments to measure the impact of the training, and comparing before and after performance metrics.Evaluating the training is important because it provides valuable insights into the strengths and weaknesses of the training program. This information can be used to make improvements to future training programs and ensure that the organization is getting a return on its investment in training.In conclusion, developing a training plan that is suitable for the organization and its employees involves identifying training needs, setting training objectives, selecting training methods, developing training materials, delivering the training, and evaluating the training. By following these steps, organizations can ensure that their training programs are effective and contribute to the overall success of the organization.。
B5领导力证书(管理能力证书)模板

B5领导力证书(管理能力证书)模板经过对 [参与人姓名] 在领导力培训课程中的表现和成绩的评估,我们荣幸地颁发B5领导力证书(管理能力证书)给他/她。
证书详情- 证书名称:B5领导力证书(管理能力证书)- 授予人:[授予人姓名]- 授予日期:[授予日期]- 参与人姓名:[参与人姓名]- 研究内容:领导力培训课程表示赞赏的措辞在领导力培训课程中,[参与人姓名]展现了卓越的领导才能和管理能力。
他/她在课堂上积极参与讨论,展示了出色的组织能力和领导团队的能力。
他/她对课程所涵盖的领导理论和实践应用有着深刻的理解,并能够灵活运用于自己的工作环境中。
他/她的领导风格以鼓励和激励为重,能够有效地激发团队成员的潜力和动力。
在课程的团队项目中,他/她展现了出色的领导力,协调团队成员的工作,并成功达成了团队目标。
我们对[参与人姓名]对研究的执着和努力表示衷心的赞赏。
他/她在课程期间展现了不断研究和进步的态度,通过课堂研究和实践项目,不断提升自己的领导能力。
荣誉和成就基于他/她在课程中的表现和成绩,我们认为[参与人姓名]当之无愧地获得了B5领导力证书(管理能力证书)。
借此机会,我们向他/她表彰他/她在领导力培训中取得的卓越成就,并期待他/她继续发展和应用所学的领导力技能。
English TranslationB5 Leadership Certificate (Management Certificate) TemplateAfter evaluating the performance and achievements of [Participant's Name] in the leadership training course, we are pleased to present the B5 Leadership Certificate (Management Certificate) tohim/her.Certificate Details- Certificate Name: B5 Leadership Certificate (Management Certificate)- Presenter: [Presenter's Name]- Date of Presentation: [Date of Presentation]- Participant's Name: [Participant's Name]- Course Studied: Leadership Training CourseExpression of AppreciationThroughout the leadership training course, [Participant's Name] demonstrated excellent leadership abilities and management skills.He/She actively engaged in class discussions, showcasing exceptional organizational and team leadership skills. He/She displayed a deepunderstanding of the leadership theories and practical applications covered in the course, effectively applying them to his/her own work environment.His/Her leadership style focuses on encouragement and motivation, effectively unleashing the potential and drive of team members. In the course's team projects, he/she exhibited outstanding leadership, coordinating the efforts of team members and successfully achieving team objectives.We sincerely appreciate [Participant's Name]'s dedication and effort in his/her learning journey. He/She displayed a continuous learning and growth mindset throughout the course, consistently enhancing his/her leadership abilities through classroom learning and practical projects.Honors and Achievements。
培训效果评估方法培训英文版

Review and interpret the collected data to identify strengths and areas for improvement
Summary evaluation is important because it helps to determine which training objectives and outcomes have been achieved, identify areas that require improvement, and provide feedback to improve future training programs
Objective assessment: This method involves the use of structured questions, tests, or simulations to measure learners' knowledge, skills, and title Objective assessment provides objective and related data on learners' performance
Training effectiveness evaluation method training
IntroductionFormative EvaluationSummative EvaluationMixed Methods EvaluationConclusion
contents
培训工作计划英文

培训工作计划英文1. IntroductionTraining is an essential component of any organization's success. It helps employees develop their skills, knowledge, and abilities, and it also contributes to the overall growth and productivity of the company. A well-thought-out training program can improve employee performance, morale, and retention, ultimately benefiting the organization as a whole. This training work plan outlines the goals, objectives, and strategies for implementing an effective training program in our organization.2. ObjectivesThe primary objective of this training work plan is to develop and implement a comprehensive training program that addresses the specific needs and goals of our organization. The specific objectives of the training program include:- Improving employee skills and knowledge in their respective job roles- Enhancing employee performance and productivity- Fostering a culture of continuous learning and development- Retaining and attracting top talent- Ensuring compliance with industry regulations and standards3. Training Needs AssessmentBefore developing the training program, it is essential to conduct a thorough training needs assessment to identify the specific skills and knowledge gaps within the organization. The assessment will involve gathering feedback from employees, managers, and other stakeholders to understand their training needs and priorities. Additionally, the assessment will consider the organization's strategic goals and the current industry trends to ensure that the training program aligns with the overall business objectives.4. Training Program DesignBased on the training needs assessment, the next step is to design a comprehensive training program that addresses the identified gaps. The training program will include a mix of formal and informal learning activities, such as workshops, seminars, e-learning modules, on-the-job training, and coaching.The training program will be tailored to different employee groups, taking into account their specific roles and responsibilities. It will also incorporate a variety of training methods to accommodate different learning styles and preferences.5. Training Content DevelopmentThe training content will be developed based on the specific needs of the organization and the targeted employee groups. The content will cover a range of topics, including technical skills, soft skills, leadership development, and industry-specific knowledge. The training materials will be designed to be engaging, interactive, and relevant to the employees' day-to-day work.6. Training DeliveryThe delivery of the training program will be carefully planned to ensure maximum participation and engagement from employees. The training may be delivered through various channels, including in-person sessions, virtual classrooms, webinars, and self-paced online courses.The training delivery will be scheduled in a way that minimizes disruption to the regular workflow while ensuring that employees have sufficient time to absorb and apply the learning.7. Training EvaluationEvaluation is a critical component of the training program to assess its effectiveness and impact. The evaluation process will involve gathering feedback from participants, managers, and other stakeholders to measure the extent to which the training has met its objectives.The evaluation will also include measures of employee performance and productivity before and after the training to determine the program's effectiveness in improving skills and knowledge.8. Implementation and MonitoringThe implementation of the training program will be carefully managed to ensure that it runs smoothly and meets the set objectives. A dedicated training coordinator will be responsible for overseeing the program's implementation, including scheduling, logistics, and communication with participants.Regular monitoring and reporting will be conducted to track the progress of the training program and address any issues that may arise. The training coordinator will also be responsible for collecting and analyzing data to measure the program's impact and success.9. Budget and ResourcesA budget will be allocated to cover the costs associated with developing, delivering, and evaluating the training program. The budget will include expenses for training materials, facilitators, venues, technology, and any other resources needed for the program.A team of trainers and facilitators will be appointed to deliver the training program, and they will receive the necessary support and training to ensure the successful implementation of the program.10. ConclusionA well-designed and implemented training program can have a significant impact on employee performance and productivity. This training work plan outlines the essential steps and strategies for developing and implementing an effective training program in our organization, ultimately contributing to the achievement of our business objectives and the professional development of our employees.。
gwassummary分析流程

gwassummary分析流程1.首先,需要收集数据并进行清理。
First, it is necessary to collect and clean the data.2.接下来,对数据进行预处理,包括缺失值处理和异常值处理。
Next, the data needs to be preprocessed, including handling missing values and outliers.3.然后,进行数据的可视化分析,以便更好地理解数据的分布和特征。
Then, conduct visual analysis of the data to better understand its distribution and characteristics.4.在数据可视化的基础上,进行统计分析,探索数据的相关性和趋势。
Based on the data visualization, conduct statistical analysis to explore the correlation and trends in the data.5.接着,选择合适的分析模型,进行模型的建立和训练。
Then, choose the appropriate analysis model and build and train the model.6.在模型训练之后,需要对模型进行评估和调整,以确保模型的准确度和鲁棒性。
After model training, the model needs to be evaluated and adjusted to ensure its accuracy and robustness.7.最后,对分析结果进行解释和总结,得出结论并提出建议。
Finally, interpret and summarize the analysis results, draw conclusions, and make recommendations.8.在数据分析流程中,数据收集和清理是至关重要的一步。
计划培训形式怎么写的英文

计划培训形式怎么写的英文IntroductionA well-structured and effective training program is essential for the development and improvement of employees within an organization. It provides an opportunity for employees to gain new skills, knowledge, and competencies that will enable them to perform their job more effectively. This document outlines the process of formulating and implementing a training program, including the steps involved, the different types of training methods, and the factors to consider when designing a training program.Formulating a Training ProgramThe first step in formulating a training program is to conduct a training needs analysis. This involves identifying the specific skills, knowledge, and competencies that employees need to develop in order to perform their job effectively. This can be done through a variety of methods, including surveys, interviews, and observations. The results of the training needs analysis will help to determine the content and focus of the training program.Once the training needs have been identified, the next step is to set clear and specific training objectives. These objectives should be based on the needs of the employees and the goals of the organization. They should be measurable, achievable, and relevant to the job roles of the employees. For example, if the training program is aimed at improving customer service skills, the objectives might include increasing customer satisfaction scores and reducing the number of customer complaints.After the objectives have been set, the next step is to design the training program. This involves determining the content of the training, the duration of the training, and the training methods that will be used. The content of the training should be based on the specific needs of the employees and should be directly relevant to their job roles. The duration of the training will depend on the complexity of the content and the availability of the employees. The training methods can include a combination of classroom-based training, on-the-job training, e-learning, and workshops.Implementing the Training ProgramOnce the training program has been formulated, the next step is to implement the program. This involves communicating the training plan to the employees, scheduling the training sessions, and delivering the training. Communication is essential to ensure that employees are aware of the training program and understand the objectives and benefits of the training. Scheduling the training sessions will involve coordinating the availability of the employees and the trainers. The delivery of the training should be engaging, interactive, and tailored to the learning styles of the employees.During the training program, it is important to monitor and evaluate the progress of the employees. This can be done through assessments, feedback, and observations. Monitoringthe progress will help to identify any areas where the employees are struggling and may need additional support. It will also help to ensure that the training program is meeting its objectives and is providing value to the employees and the organization.After the training program has been completed, it is important to evaluate the effectiveness of the training. This can be done through feedback from the employees, assessments of the employees' performance, and data on the impact of the training on key performance indicators. The evaluation of the training program will help to determine if the objectives have been met and if the training has been successful in improving the skills and knowledge of the employees.Factors to Consider in Designing a Training ProgramThere are several factors to consider when designing a training program. These factors will help to ensure that the training program is effective, engaging, and relevant to the needs of the employees and the organization.1. Identify the specific needs of the employees2. Set clear and specific training objectives3. Design the training program based on the needs of the employees4. Use a variety of training methods5. Communicate the training plan to the employees6. Monitor and evaluate the progress of the employees during the training7. Evaluate the effectiveness of the training program after it has been completed. ConclusionA well-structured and effective training program is essential for the development and improvement of employees within an organization. It provides an opportunity for employees to gain new skills, knowledge, and competencies that will enable them to perform their job more effectively. The process of formulating and implementing a training program involves identifying the specific needs of the employees, setting clear and specific training objectives, designing the training program, communicating the training plan to the employees, monitoring and evaluating the progress of the employees, and evaluating the effectiveness of the training program. By considering these factors, an organization can create a training program that is engaging, relevant, and effective in meeting the needs of the employees and the goals of the organization.。
关于训练预定计划表的三大流程

关于训练预定计划表的三大流程英文回答:Training scheduling involves three main processes: planning, implementation, and evaluation.1. Planning: This is the initial stage where the training program is developed. It involves determining the objectives, identifying the target audience, and creating a detailed schedule. During this process, I collaborate with the training team to design the curriculum, select the appropriate training methods, and set the timeline for each training session.For example, when planning a sales training program, I would first define the objectives, such as improving sales techniques and product knowledge. Then, I would identify the target audience, which could be the sales team. Next, I would create a schedule, allocating specific dates and times for each training session. This planning phaseensures that the training program is tailored to meet the needs of the participants.2. Implementation: Once the planning phase is complete, the training program is put into action. This involves delivering the training sessions according to the schedule. As the trainer, I would conduct the sessions, using various training methods such as presentations, role-plays, and group discussions. I would also provide relevant materials and resources to support the learning process.For instance, during a customer service training session, I would deliver a presentation on effective communication skills and then engage the participants in role-plays to practice handling customer inquiries. Throughout the implementation phase, I would encourage active participation and provide feedback to ensure that the participants are gaining the necessary knowledge and skills.3. Evaluation: The final stage of training schedulingis evaluation. This involves assessing the effectiveness ofthe training program and gathering feedback from the participants. I would use different evaluation methods,such as surveys, quizzes, and performance assessments, to measure the impact of the training.For example, after a leadership training program, I would distribute a survey to the participants to gathertheir feedback on the content, delivery, and overall experience. I would also analyze their performance before and after the training to determine if there has been any improvement. Based on the evaluation results, I can make adjustments to the training program for future sessions.In conclusion, training scheduling consists of planning, implementation, and evaluation. Each process is crucial for designing and delivering effective training programs. By carefully planning, delivering engaging sessions, and evaluating the outcomes, I can ensure that the participants receive valuable training that meets their needs.中文回答:培训预定计划表涉及三个主要流程,规划、实施和评估。
英语作文-员工绩效考核审批

英语作文-员工绩效考核审批Performance Appraisal Approval。
Introduction:Performance appraisal is an essential process for evaluating the performance of employees in an organization. It helps in identifying the strengths, weaknesses, and areas of improvement for each employee. This document aims to provide guidelines for the approval of performance appraisals.1. Purpose:The purpose of the performance appraisal approval is to ensure fairness, consistency, and transparency in evaluating employee performance. It allows managers to make informed decisions regarding promotions, salary increments, and training needs.2. Process:2.1 Performance Evaluation:The performance evaluation process should be conducted annually or as per the organization's policy. It involves assessing various aspects such as job knowledge, quality of work, productivity, teamwork, communication skills, and adherence to deadlines.2.2 Appraisal Form:A standardized appraisal form should be used to evaluate employees. The form should include clear performance criteria, rating scales, and space for comments. It should be designed to capture both quantitative and qualitative aspects of performance.2.3 Appraiser Training:Managers responsible for conducting performance appraisals should receive appropriate training on the evaluation process. They should understand the criteria, rating scales, and how to provide constructive feedback to employees.2.4 Self-Assessment:Employees should be given an opportunity to self-assess their performance. This allows them to reflect on their achievements, challenges, and future goals. Self-assessment can provide valuable insights for the appraisal process.2.5 Performance Discussion:After completing the appraisal, managers should schedule a meeting with each employee to discuss the evaluation results. This discussion should be conducted in a private and supportive environment, focusing on strengths, areas of improvement, and career development opportunities.3. Approval Criteria:3.1 Consistency:The performance appraisal should be consistent across employees in similar roles. It should ensure that similar performance levels receive similar ratings and rewards. Any deviations from the set criteria should be justified with valid reasons.3.2 Fairness:The appraisal process should be fair and unbiased. It should not be influenced by personal preferences, biases, or discrimination. Managers should base their evaluations on objective evidence and performance data.3.3 Performance Improvement Plans:If an employee's performance falls below expectations, a performance improvement plan should be implemented. This plan should outline specific goals, timelines, and support mechanisms to help the employee improve their performance.3.4 Calibration:Calibration sessions should be conducted to review and discuss the appraisal ratings of employees across different teams or departments. This helps in ensuring consistency and fairness in the overall appraisal process.4. Approval Process:4.1 Review by Immediate Supervisor:The immediate supervisor should review the performance appraisal and provide their feedback and recommendations. They should ensure that the appraisal aligns with the employee's job responsibilities and performance expectations.4.2 Review by HR Department:The HR department should review the performance appraisal to ensure compliance with the organization's policies and procedures. They should verify the accuracy of the ratings, comments, and adherence to the appraisal timeline.4.3 Final Approval:The final approval of the performance appraisal should be given by the designated authority, such as the department head or HR manager. They should ensure that the appraisal process has been followed correctly and that it aligns with the organization's goals and values.Conclusion:The approval of performance appraisals plays a crucial role in recognizing and rewarding employee performance. It ensures fairness, consistency, and transparency in the evaluation process. By following the guidelines outlined in this document, organizations can effectively manage performance and support employee development.。
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EVALUATING PERFORMANCE AFTER TRAINING:THE RECOGNITION OF PICTURES BY TOUCHFrancisco J. LimaUniversity of São Paulo at Ribeirão Preto, Brazil, limafj@usp.brJosé A. Da SilvaUniversity of São Paulo at Ribeirão Preto, Brazil, jadsilva@p.brAbstractThe present study evaluated the performance of congenitally blind people at recognizing two-dimensional picture by touch, after a 45 hour training. Totally blind individuals served as observers in a haptically recognition task, both, before and after being trained at naming two-dimensional raised-line drawings. Statistical analysis showed a significant effect of training with planar configurations. Visual mediation was proved not necessary for picture recognition, since blind individuals had a cogent development at naming picture by touch. Some suggestions for improving blind people’s performance at recognizing raised-line drawings are offered.A number of studies have been carried out in order to understand the sense of touch, due to the importance of this sense to the human life. Those interested in the area are referred to Heller (2000, 1991), Millar (1991), Katz (1989) Loomis and Lederman (1986), Schiff and Folke (1982) for a comprehensive presentation and discussion of the latest researches on the haptic system.Though considered by Aristotle as the most necessary sense, the sense of touch was also considered as a secondary sense by that philosopher, to whom vision is superior to all senses, since it is the sense that best judges and gives the most important and precise details about space, pictures etc (in Aquinas, 1995).This view is not too different from that of the laymen, to whom the lack of vision of the blind individuals means that these people are disabled, deficient and piteous, nor is it too different from that of the scientists, who have been studying the haptic sense.There have been very few studies on touch, if compared with the innumerous researches on vision. Most of the few researches on touch come to conclusions that can be divided into three camps. “One group suggests that vision is the spatial sense par excellence. This group suggests that congenitally blind individuals (blind from birth) are incapable of spatial thought because they have never experienced the perceptual processes (e.g., vision) necessary to comprehend spatial arrangements. Another group suggests that people with visual impairments can understand and mentally manipulate spatial concepts, but because information is based upon auditory and haptic cues this knowledge and comprehension is inferior to that based upon vision. The third group suggests that visually impaired individualspossess the same abilities to process and understand spatial concepts and that any differences, either in quantitative or qualitative terms, can be explained by intervening variables such as access to information, experience or stress” (Kitchin, Blades & Golledge, 1997).A series of these studies compare blindfolded sighted subjects with congenitally blind individuals. According to Heller (1991), he interest in the congenitally blind people is because these individuals have had no vision experience and are touch dependant to acquire knowledge from the world.Many experiments, including those of psychophysics, require in one way or the other, knowledge or abilities, which are most commonly developed in the sighted. For instance, the ability of using maps, drawings, pictures and other two-dimensional patterns to represent tangible or non-tangible 3D objects.In tasks of picture recognition, drawings are made tangible for experimenting with blind subjects. However, It is not known whether this is enough for making these configurations more comprehensive for the haptic system and the blind.Blind individuals are invariably compared with blindfolded sighted subjects who have a whole life of experience with recognizing or making pictures and other complex planar configurations. For the most part, however, the visually impaired people have never been taught how to recognize pictures by touch or how planar configurations can be used to represent the 3dimensional world with its conventions and pictorial language.Among the facts that can interfere in a task is the recruiting of the subjects. Some of the blind observers have been recruited from institutions. These people may have a rather different, limited living experience compared with that of the blind individuals who live with their families or by themselves and interact more with the sighted and the sighted world. This living experience may help these people to better understand visual explanations of the task, that is these people may better understand what a sighted person means by, for example, perspective view a bird’s eye view foreshortening etc.Social linguistics has shown the importance of language register when answering a demanded task. A blind person may not understand fully what is being requested for he may not be sharing the same vocabularies, though he may know what that word means in the dictionary.Touch is known to be slower than vision for acquiring some information due to the fact that it obtains information sequentially (Loomis, Klatsky & Lederman, 1991). However, some of the raised-line patterns used in haptic recognition tasks are made in rather large-scale drawings, which may cause a burden on memory. In fact, it is not known which size picture is better for tactile recognition, nor is it known what details should be included or excluded for a better haptic recognition.These questions illustrate the need for a more complete study to learn weather blind people can really make sense of a two-dimensional picture, since just comparing their performance in naming drawings with that of the blindfolded sighted subjects would give a rather restrict understanding of the haptic sense and of the capability of the blind in resolving picture recognition tasks.In order to address some of these questions, we investigated the capability of blind people in recognizing picture by touch, by comparing their own performance before and after training them with planar configurations.If the blind individuals showed a significant development in picture naming, after being trained with two-dimensional patterns, this would indicate that visual mediation is not necessary for making sense of raised-line drawing and that touch can be trained to resolve picture recognition task.MethodSubjectsEight congenitally blind observers (6 women and 2 men with median-age 15 years, varying between 8 and 23 years), all naive for this task served as observers in this experiment.The congenitally blind subjects were recruited from two public schools in São Paulo, Brazil and varied in school education and visual disorder as shown in table 1. None of them had any other known disability other than visual impairment. They were experienced Braille users or were learning it. The younger subjects wrote and read their names and simple sentences in Braille.Table 1- Education background of the subjects and their visual disordersMaterials and ProcedureA total of thirty-three drawings were depicted using the so-called M/H (1.0) raised-line drawing pen, described in Lima and Da Silva’s study (Lima and Da Silva, 2.000).The drawings were, divided in two sets of pictures. The first, as most of the drawings were geometric shapes was called Geometric set and included: cylinder (8X6cm), circle (8cm), heart (8X9cm), cube (8X8cm), star (7.5X8cm), hexagon (7X8cm), lozenge (8X8cm), octagon (8X8cm), oval (8.5X5cm), parallelogram (6X8), pentagon (7.5X8cm), square (8X8cm), rectangle (6X8cm), semicircle (4X8cm), trapezium (6X8cm) and triangle (8X8cm). The second set of pictures was called the Object set and included: barrel (9.5X6.5cm); padlock (10X8.5cm); mug (7.5X8cm); key 1 (3.5X10cm); key 2 (4X10); cross (8X8cm); fire extinguisher (8X9.5cm); lighten match (6X10cm); bottle (12X4cm); electric guitar (11X4cm); can of paint (8X6cm); frame (8X8cm); piano (11X10cm); plate with fork and knife (7X9.5cm); cup (10X4.5cm); guitar (5.5X12.5cm); cup on a saucer (8X9.5cm).Each of the drawings was displayed on a 15x21cm ink jet film transparency, 100 micra. The observers were instructed to haptically examine and name each of the pictures, before moving to the next. Each one of them was informed that he or she could observe the drawing the way he wished, for as long as he wished, but could not use fingernails in order toavoid deleting the raised-lines. They were also encouraged to give a response even when they were not sure of the correct name of the depicted object.The subjects examined the drawings without receiving category information or any other instruction, both before (test) and after training with the pictures (retest).No time limit was imposed for the observation of the pictures nor was any feedback given to the subjects as to whether their answers were right or wrong. The answers were considered as correct when the expected name for the drawing was achieved. Otherwise they were considered wrong for statistical analysis.All subjects were tested and retested, after training, with all 33 pictures. The training included picture matching, picture naming and picture making tasks in the form of games. Instructions on how to make pictures, on what each part of a drawing meant or on how that part related to the 3D object were provided. Simple pictorial conventions were taught to the blind subjects as well. The full training time was of 45 hours, divided in weekly meetings of two hours each, from April to June and from August to October, 2.000.ResultsTraining with raised-line pictures proved to have a cogent effect on the performance of the blind individuals at naming the geometric drawings (Wilcoxon, p<0,01), and at recognizing the object drawings (Wilcoxon, p<0,01), (after they were trained with two-dimensional pictures, compared with that of when they received no training.Figure 1 illustrates the significant statistical difference between test and retest, after treatment.Figure 1 – Performance of congenitally blind individuals at recognizing picture by touch, after training with planar configuration.These results strongly support theories that claim that blind people can make sense of two-dimensional pictures, above all if they are trained to do so. The training should start as soon as possible, when the child is still very young and not only after they enter school. Training should include books with tangible pictures, the use of games with two-dimensional configurations, information about how to produce a “visual” (two-dimensional) picture, instructions on what each part of the picture means, in comparison to the 3D object, a large amount of raised-line configurations are to be made available to blind people everywhere, all the time. Active touch should be encouraged. Small-scale pictures should be used at first, taking in to account the age of the child, larger pictures can be used for older subjects.Visual mediation or visual imagery was found not necessary for picture recognition since the subjects weren’t sighted or had any visual experience.The use of children in the study showed that when they are trained for certain tasks, children can perform very satisfactory, e.g., in tasks of picture recognition.It is injudicious to generalize from the low performance of the blind in tasks where vision is compared with touch since visual impaired people are very heterogeneous (they vary in age, education level, social and living experience, and cannot be compared with blindfolded-sighted people, in equal terms), and such tasks may reflect the introspection of the sighted. At the same time, it is wise to appreciate the performance of the blind, according to the specific modality of the haptic sense and of the blindness.Notwithstanding the drawings used here were those representing visual depiction of 3D objects, congenitally blind people were capable of correct naming them after they were trained with planar configurations. This shows that touch can acquire knowledge from two-dimensional patterns and that blind people can gain abilities, more commonly developed in the sighted individuals, if the formers are given adequate time and practice.Training with raised-line pictures may have strongly helped them memorize the configurations and to develop a pictorial memory which enabled them to recognize the pictures, even when these pictures were in a different orientation.As subjects were trained, they started making sense of the pictures even when they only touched a part of it. This suggests that some parts of a drawing can be mean full enough to allow individuals to make sense of the complete picture, without having to go over it all.We believe that more long-term studies should be carried out in order to see if these findings are confirmed, as well as to check what is most relevant for a tactile recognition in a tangible drawing, by the blind.It is advisable that a haptic, pictorial language be developed to help blind individuals learn the visual pictorial language with its conventions and peculiarities.As every one else, the congenitally blind people have potentials that can and may be developed, whether these potentials have already been manifested or not. Among these potentials, it is the ability of making sense of two-dimensional pictures. It is our duty to help them develop such ability, providing them with proper tools and knowledge to learn and/or develop strategies that will enable them to reach such goal.ReferencesAQUINAS, T. (1995). 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