Not An Isolated Approach
Indian Management|December 2018

True behavioural change results only when employee training is accompanied by reshaping of the organisational environment.

Rajiv Kumar And Vidyanand Jha
Not An Isolated Approach

Organisations spend considerable resources on training their workforce. Such programmes fall broadly into two categories: functional/ technical and behavioural. Training of the first category aims to impart to employees specific technical knowledge/skills (for example, operating a new software or learning about changes in taxation or accounting procedures). The second type of training—behavioural in nature—mostly aims to change their attitudes and/or behaviour. These programmes are also popularly referred to as management or leadership training, soft skills training, behavioural skills training, and so forth. Here, we critique the dominant paradigm behind the second type of training and suggest some possible improvements.

Organisations seem to assume that behavioural training is sufficient to change behaviour and improve employee performance. They believe that the provision of training fills certain gaps in people (often identified through formal/informal assessments of behavioural competencies1). However, such an approach could be flawed and myopic.

Organisations need to see training as a part of an overall endeavour to bring about behavioural changes. Mere provision of training without any concomitant changes in other activities or parts of the organisation could be futile at the best, and counterproductive at the worst.

What drives human behaviour?

A lmost eight decades ago, Kurt Lewin, one of the most prominent psychologists ever, suggested that human behaviour could result from two things:

  • the state of the person, and
  • the environment in which the person operates (Lewin, 1936)

He also mentioned that the importance of these two drivers of human behaviour would vary. In other words, at times human behaviour would be more due to the state of the person. At others, the force of situation or environment would predominantly shape it.

Denne historien er fra December 2018-utgaven av Indian Management.

Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.

Denne historien er fra December 2018-utgaven av Indian Management.

Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.

FLERE HISTORIER FRA INDIAN MANAGEMENTSe alt
Trust is a must
Indian Management

Trust is a must

Trust a belief in the abilities, integrity, values, and character of any organisation is one of the most important management principles.

time-read
6 mins  |
July 2023
Listen To Your Customers
Indian Management

Listen To Your Customers

A good customer experience management strategy will not just help retain existing customers but also attract new ones.

time-read
4 mins  |
November 2021
The hand that feeds
Indian Management

The hand that feeds

Providing free meals to employees is an effective way to increase engagement and boost productivity.

time-read
4 mins  |
November 2021
Survival secrets
Indian Management

Survival secrets

Thrive at the workplace with these simple adaptations.

time-read
5 mins  |
November 2021
Plan backwards
Indian Management

Plan backwards

Pioneer in the venture capital and private equity fields and co-founder of four transformational private equity firms, Bryan C Cressey opines that we have been taught backwards in many important ways, people can work an entire career without seeing these roadblocks to their achievements, and if you recognise and bust these five myths, you will become far more successful.

time-read
4 mins  |
November 2021
For a sweet deal
Indian Management

For a sweet deal

Negotiation is a discovery process for both sides; better interactions will lead all parties to what they want.

time-read
5 mins  |
November 2021
Humanise. Optimise. Digitise
Indian Management

Humanise. Optimise. Digitise

Engaging employees in critical to the survival of an organisation, since the future of business is (still) people.

time-read
5 mins  |
August 2021
Beyond the call of duty
Indian Management

Beyond the call of duty

A servant leadership model can serve the purpose best when dealing with a distributed workforce.

time-read
3 mins  |
August 2021
Workplace courage
Indian Management

Workplace courage

Leaders need to build courage in order to enhance their self-reliance and contribution to the team.

time-read
5 mins  |
August 2021
Focused on reality
Indian Management

Focused on reality

Are you a sales manager or a true sales leader? The difference, David Mattson, CEO, Sandler® and author, Scaling Sales Success: 16 Key Principles For Sales Leaders, maintains, comes down to whether you can see beyond five classic myths that we often tell ourselves about selling.

time-read
5 mins  |
August 2021