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