Can training really change people? (especially those who don’t feel the need to change)
One question that I am asked often, can training really change people? I would like to change the question to, "Who can training change?"
Certainly not those who don’t want to change. In fact, nothing can change those who don’t want to. I can promise that training will not do a thing to people who start the day with
· What is this programme all about?
· Can you finish at 2:00?
· My manager nominated me this morning
· I wanted to see how this training can change me.
But for those who want to learn and change, training can do a lot.
The mere act of taking time out and focusing on a skill with an uncluttered mind creates change. The structured curriculum, a supportive instructor, theories, practical exercises and feedback can help people accelerate their learning. Training provides a safe environment for people to make mistakes. There is no pressure to perform.
However, I have seen organisations push unwilling people into training – often without giving them notice. Many times, training becomes a substitute for feedback. People are told to attend a session without any dialogue with them on how it can help them or the change that the organisation would like to see after the session. Nor is there a debrief after the session or encouragement to demonstrate the changed behaviour. As a result, people attend the programme half-heartedly or resentfully.
Pushing people into training is no incentive for people to change. It is demotivating for all involved – most of all the trainer – and hugely wasteful.
Learning is owned by the learner. It is important for trainers and training managers to refuse programmes if they sense that enough effort has not been put in by managers to create a readiness to learn. Such training will certainly bring about no change and diminish the credibility of the trainer and the training function.
Aruna Gopakumar
One question that I am asked often, can training really change people? I would like to change the question to, "Who can training change?"
Certainly not those who don’t want to change. In fact, nothing can change those who don’t want to. I can promise that training will not do a thing to people who start the day with
· What is this programme all about?
· Can you finish at 2:00?
· My manager nominated me this morning
· I wanted to see how this training can change me.
But for those who want to learn and change, training can do a lot.
The mere act of taking time out and focusing on a skill with an uncluttered mind creates change. The structured curriculum, a supportive instructor, theories, practical exercises and feedback can help people accelerate their learning. Training provides a safe environment for people to make mistakes. There is no pressure to perform.
However, I have seen organisations push unwilling people into training – often without giving them notice. Many times, training becomes a substitute for feedback. People are told to attend a session without any dialogue with them on how it can help them or the change that the organisation would like to see after the session. Nor is there a debrief after the session or encouragement to demonstrate the changed behaviour. As a result, people attend the programme half-heartedly or resentfully.
Pushing people into training is no incentive for people to change. It is demotivating for all involved – most of all the trainer – and hugely wasteful.
Learning is owned by the learner. It is important for trainers and training managers to refuse programmes if they sense that enough effort has not been put in by managers to create a readiness to learn. Such training will certainly bring about no change and diminish the credibility of the trainer and the training function.
Aruna Gopakumar
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