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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Nevertheless, sometimes trainer can just ‘come from the moon’ <strong>and</strong> make a lot of fun <strong>for</strong><br />
participants, playing games with fantastic situations. Sometimes it is the best, when objectives<br />
of the course are to have a fun, to be together, to improve interpersonal relations, etc. In other<br />
cases, such separation from the reality may cause an impression of irrelevance to reality.<br />
Where to be in a course of training course – in given city <strong>and</strong> country, somewhere in Europe, or<br />
even on the moon – it depends from were we are going to come at the end of the process.<br />
12. Outcomes<br />
12.1 PLANNED EFFECTS. Even on the stage of planning training event, objectives are never<br />
coinciding with <strong>for</strong>eseen outcomes. Along with the main products of the training, which, in a<br />
good case, should meet main objectives of the course, some co-products, sub-products <strong>and</strong><br />
other following up effects may be considered as outcomes, whatever desired or not. It should<br />
be clearly defined in an agreement between client <strong>and</strong> training organisation, which effects of<br />
the course will inevitable accompany the desired outcome.<br />
For example, when one group <strong>for</strong>med from officers of Property Department of one big Russian<br />
City have training, it made insulting impact to the relations between leaders <strong>and</strong> ‘internal<br />
opposition’. One leader of sub-department should resign immediately after training; the position<br />
of another one has been drastically changed. Of course, that was not an official agenda of the<br />
training course. However, it could be <strong>for</strong>eseen.<br />
The decision about doing or not that particular training should take in account all<br />
accompanying effects, which are indivisible from the event. Preliminary assumptions about<br />
such effects will depend from the in<strong>for</strong>mation available to decision-makers <strong>and</strong> extent of<br />
uncertainty in any given situation. ]<br />
12.2 ACCIDENTAL EFFECTS. One may also be sure, that actual outcomes will never precisely<br />
coincide with the planned effects. Something may not happen, which was expected to happen.<br />
Something may happen, which was unexpected. Nevertheless, many threats or opportunities<br />
are already given at the beginning of the process, <strong>and</strong> they should not be ignored. Changing<br />
weather, absence of expected or presence of unexpected participant, sickness, curious<br />
combination of circumstances – all that should give no excuse to the trainer. This is an art of a<br />
trainer to be able to catch up any accidental opportunity <strong>and</strong> manage with accidental troubles.<br />
Still, the range of possible ‘accidental’ outcomes worth to be carefully thought out be<strong>for</strong>e the<br />
course. It will give to client an important in<strong>for</strong>mation <strong>for</strong> more conscious decision, <strong>and</strong> will give<br />
a possibility to trainer better prepare himself to the following ‘improvisation’. It is so well known<br />
that only improvisations that are well prepared in advance have a chance to be successful.<br />
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