> Date: Tue, 05 Dec 1995 18:13 -0400 (EDT)
> From: "Anastasio, Jon" <Jon.Anastasio@FMR.Com>
>
> 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.
>
This is a very important point. The expectations by the
organizations should lead to an easier way (I hope) to transfer the
knowlwedge back on the job. This way is practice! And this practice
should be fully supported by the organization, with room for the employee
to "really" apply what he/she just learned! The possibilities in this
aspect are many, and the company can benefit from this even beyond the
simple direct application of the new knowledge!
> 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."
>
> Jon
I agree! Ivan,
--
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