The Change Training Myth

When a new change manager begins an engagement, it's common for business leaders to immediately jump to discussions about training. They might say, "We'll need a lot of training for this," or "Let's plan a two-week training window." It's an instinctive response, an attempt to grab hold of a tangible solution to an abstract problem.

This is the change training myth: the belief that a complex organisational change can be solved by simply providing a training course.

While training is a valuable tool for transferring skills and knowledge, it's often not the full solution. Focusing solely on training can lead to significant problems, as many organisations learn the hard way.

The Problem with Jumping to Solutions

Our brains are wired to solve problems quickly. In the context of organisational change, this often means leaders latch onto training as a lifeboat. However, this haste can be a trap. Without fully understanding the underlying problem, teams and leaders can get lost.

For example, a government agency pushed for multi-layered training, including custom-designed screen help and classroom sessions. The leaders insisted on this solution even though the system was a frequently updated, externally hosted platform. This investment became a project in itself, but the training products were barely used, and leaders were unwilling to prioritise attendance over operational needs. This isn't uncommon. Organisations often demand training without allocating a budget, and the result can be a high-quality product that fails to achieve its intended purpose.

In another case, a steering committee insisted on training without defining its scope or making it mandatory. The decision was delegated down the hierarchy, not because it was beneath them, but because it exposed gaps in their understanding. The abstract problem became a concrete directive for training, even though it was based on guesses, not facts.

The problem with jumping to a solution like training too early is that it may not address the true change needed. It creates a task of reverse-engineering a plan to include training, leading to struggles over the exact nature of the product, delivery methods, and priorities.

In the meantime, the change manager is left responsible for delivering a mythical programme, often with no budget or resources.

Define the Problem First

Before you can develop a solution, you must first define the problem. This process should be a collaborative effort involving leaders, internal training specialists, and solution designers. Everyone needs to agree on the problem and set the criteria for solving it.

To do this, conduct thorough research. What is the actual change need? What solutions already exist? How long will it take for someone to learn the new information, and is training the most effective way to deliver it?

Put together a written statement that includes:

• The target user: Who is this for?

• Their training goal: What do they need to be able to do?

• Their current process: How do they do this part of their job now?

• The change: What is different in the future state?

• The new solution: How will the change improve things for them?

• The measurement: How will we know they can use the new solution successfully?

Develop a Targeted Solution to Avoid the Change Training Myth

Once you have a clear, agreed-upon problem statement, you can share it with all stakeholders. Now, when it's time to design a solution, whether it's training or a better alternative, it will be designed and evaluated against the agreed-upon criteria.

You are no longer fighting a mythical creature. You now understand the size, shape, and strength of the problem, and you know exactly what it will take to solve it.

For more visit www.agenciachange.com or book in an introductory call.

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