Organizational Development: A Manual for Managers and ... - FPDL

event should be shifted to the ‘hidden agenda’ and may be disclosed at the end of the
course. At the beginning of the process, all trainees should feel that they need what is
going to be given to them. Real and relevant motivation is a basic physical pre-condition for
the training to produce any changes in trainees.
3.3. DE-MOTIVATION. Unfortunately, we shall also take in account the treat of trainees’ demotivation,
which may be caused by two reasons. The first one is a working environment
that is not encouraging qualification improvement. Practical experience of participants may
give them absolutely different idea about ways to be successful and have the best
promotion in carrier. In post-communist countries, usually, management skills are not
among the most important criteria, since there is no professional elite in public
administration, and anyone who is suitable to top leadership may be appointed to any
position. In this case, it may be useful to emphasise the usefulness of training for the
private carrier even in given circumstances.
Training experience may cause another reason for de-motivation. They may have received just
a very bad training before. It may also happen, that there is nothing new for the trainees.
Groups of foreign trainers funded by international donors used to run around post-totalitarian
countries and sell the same old staff (accessories, games, models, etc.) without any coordination
and consideration of actual state of affairs at the market. Two-three repetitions of
already known things can easily destroy the attitude to the training event. Therefore, previous
training experience of trainees should be also taken in consideration and influence the program
and content of the course.
3.4. BACKGROUND. In post-communist countries, where public officials very often have no
relevant education to their occupation, there is no big difference, usually, in respect to the
objectives of the course, between philosophy doctors and violin players – they all are
equally ignorant in contemporary administration and political leadership issues. What is
much more important, is their relevant experience in local governments, or at least life
experience. This experience will be used as a filter for the accepting or not of new ideas
and skills as actually important components for the following change.
3.5. VALUES. In addition to many common things, these are usually taken in account when
planning training event, it is also important to pay necessary attention to human values. For
example, open and friendly communication with colleagues is not among the most usual
things in many local governments. However, all participants need it and appreciate this,
alas, new experience in a course of training. After training, they should feel more assertive
in communication with others and more optimistic in terms of possibilities for such
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