Greetings, all --
A couple of thoughts as my first attempt at joining the dialogue after
reading and enjoying all your contributions:
I agree with Rol's points in response to Ted Forbes' wondering about
transfer of learning back on the job, and I would add two other factors:
First, there should be some demonstrated expectation on the part of the
organization the person works in that they SHOULD exhibit the newly
learned behaviors back on the job -- In the absence of those expectations,
and the coaching and feedback that go with them, the urgency and the
energy will go elsewhere. I don't mean to confine that to reward and pay,
either -- in fact, the intangibles may be more powerful.
Which brings me to the second point -- whether the material in the
training program has direct relevance to the person's day to day goals and
problems, decisions and responsibilities. If not, they won't use it, and
the learning will decay to a few aphorisms and resolutions in a
rarely-consulted action plan. The training program may be a rousing
success by any measure, but the behavior change won't stick unless it is
considered useful by the learner. I recall hearing a participant in a
time management program quoted as saying he doesn't do his professional
reading because "books don't ring."
Thanks.
Jon
-- "Anastasio, Jon" <Jon.Anastasio@FMR.Com>