Pink Elephant Blog
To Change Behaviour You Need To Address Training & Culture
In a recent blog post I overviewed the Kirkpatrick Model for evaluating training effectiveness. A neat discussion ensued with some folks in our ITSM industry who's opinions I respect - and so I'd like to follow-up today with some additional thoughts on how we enable Level 3 in the Kirkpatrick Model - BEHAVIOUR. Specifically I'd like to address how we effect a change in behaviour - and, interestingly, training is not the only enabler. Kirkpatrick says that four conditions are necessary if we're ever to get anyone to change their behaviour. In our world of ITSM, think about an example where we have a new or improved process that will derive benefits - costs, efficiencies, whatever - just as long as key people change their work habits and respect the new activities in the process. So, here's the four conditions: 1. The person must have a desire for change. 2. The person must know what to do and how to do it. 3. The person must work in the right climate. 4. The person must be rewarded for changing (either intrinsicly, such as pride; or extrinsicly, such as recognition from the boss). 1 & 2 are where a good training experience can help, but 3 & 4 have little to do with training. Remember, you need ALL FOUR to be present in order to effect change in behaviour (we're looking for a behaviour change to drive business benefits, remember). So, today's lesson is - no matter how good the training might be, you aren't going to get any benefit unless there are other elements (of culture) present to support the desired change in behaviour. I believe this is why we often see people - including training managers & line managers - settling for Level 1 and Level 2 outcomes described by the Kirkpatrick Model (REACTION & LEARNING) and not focusing on the greater benefits of Level 3 and Level 4 (BEHAVIOUR & RESULTS). if you want to learn more about the Kirkpatrick Model, check out his books.
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