Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
Organizational Development: A Manual for Managers and ... - FPDL
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Picture 24. What training can address<br />
In fact, any training allows participants to learn something, <strong>and</strong> any training may cause some<br />
change in thinking – in the table above we just emphasized what training may be designed to do. It<br />
may be aimed exclusively at learning things – e.g. requirements of newly passed legislation <strong>and</strong>/or<br />
how to apply them in practice. It may be aimed exclusively at changing thinking – instead of<br />
thinking that they annoy one another due to limited space in the office; they should start to think<br />
that they annoy one another due to irrelevant behaviour.<br />
Changing thinking may require learning some new things. However, the new ideas will be valid <strong>and</strong><br />
accepted as a catalyst <strong>for</strong> change based on the participants’ own experience only. It may be<br />
previous life experience, or experience received during the training event. Although organizational<br />
changes may be implemented by administrative <strong>for</strong>ce – following the official regulation or experts’<br />
advice – training intervention is about creating an internal drive <strong>for</strong> change. Then the potential <strong>for</strong><br />
self-organization will emerge <strong>and</strong> the necessary change will happen in a more natural <strong>and</strong> effective<br />
way.<br />
Basic distinctive features of two categories of training are presented in Table 1 .<br />
Program/ content<br />
Key knowledge <strong>and</strong><br />
in<strong>for</strong>mation resources<br />
Training <strong>for</strong> learning<br />
things<br />
(To acquire knowledge <strong>and</strong><br />
skills)<br />
To be determined<br />
by the client<br />
in advance<br />
Owned by the consultant<br />
Training <strong>for</strong> changing<br />
thinking<br />
To be determined<br />
by the consultant<br />
during the course of a<br />
workshop<br />
Owned by the participants<br />
Participants<br />
Those who want to learn,<br />
<strong>and</strong>/or are assigned<br />
by an authority<br />
Those who are needed <strong>for</strong><br />
a particular impact<br />
(identified<br />
by the consultant in<br />
collaboration with the<br />
management)<br />
Involvement<br />
Outcome is usually in<br />
linear proportion to the<br />
number of participants<br />
Outcome is non-linear – it<br />
may be zero or a disaster if<br />
there is not sufficient<br />
participation to achieve an<br />
100% result<br />
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