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Do Your Training Programs Assume People Think Alike?
Do Your Training Programs Assume People Think Alike?
TRAINING TECHNIqUES
structured goals. They may appreciate HARD goal setting as an option. We cannot make people think that it is wrong to think in the style that is most comfortable for them. As trainers, why not provide both SMART and HARD models and encourage people to pick the model more useful for their style of thinking? I learned my lessons from research and workshops by Dr Kirton [3] who developed a body of knowledge called AdaptionInnovation Theory. It focuses on cognitive style, the way we think, solve problems and deal with change. Kirton created the AdaptionInnovation Theory and an assessment tool (KAI) to provide a way to understand these issues. The theory is a continuum between two extremes in thinking style based on the need people have for structure. Two-thirds of people will fall between these extremes. A vast amount of research has been undertaken to create the original models. It may seem familiar as the basic concept has been copied by numerous consulting firms. The following are some characteristics of these styles at the extremes. when solving problems, so they often threaten group cohesion and cooperation. Innovators generally produce many ideas; some may not appear relevant to others. Such ideas often result in doing things differently. We do a disservice to people if we ignore cognitive diversity. You cannot blame an innovative thinker for questioning everything (including your program, tools and models) as this is predictable behaviour. We should see these differences as a platform and then develop training ideas to engage people from both ends of the thinking style continuum. This is far better than a one size fits all style of training. Ignoring this difference is much like a right-handed golf instructor who wants to train people to play golf. He shows up with right-handed golf clubs. What if some people are left handed? Are you critical of their inability to grasp right-handed golf? Perhaps we should acknowledge the failure to see the obvious and bring some left-handed clubs. I think we fail people when we fail to design programs that incorporate the obvious differences in the way people think. If you think I am wrong, show me an example. In five years of asking for specific examples of how we create options for those who want structure and those who resist it, I have only oneWeight Watchers. A woman in Canada showed me two options. One involved using a spreadsheet that requires you to cook and weigh your food. The other is a small booklet with pictures of food groups. You pick one item from each picture and your serving is the size of a small fist. The point is monitoring what you put in your mouth. How you define what you put on your plate is irrelevant. You pick the option that works for you. Thats my visioneducation, development and even diet programs are developed and delivered by people who make it safe for people to think in the style most comfortable to them. Perhaps someday I will open a training manual to read: This training program has been certified as FCB (Free of Cognitive Bias) to remove any bias the authors may have. All models and tools have been tested by people from a diversity of thinking styles. We encourage you to use the tools most useful to your style of thinking.
References 1 Armstrong, Cools, Sadler-Smith (2011). Role of Cognitive Styles in Business and Managing: Reviewing 40 Years of Research, International Journal of Management Reviews. 2 Leadership IQ the study is found at www.leadershipiq.com 3 There are many sources for Dr Kirtons work. He published a comprehensive book in 2003: Adaption Innovation in the Context of Diversity and Change, Routledge, New York.
Ed Bernacki created The Idea Factory to help people and organisations develop a greater capacity to innovate. His speciality is innovation in the service sectors. Email: info@wowgreatidea.com
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