为什么大多数培训是在做无用功？外文翻译.docVIP

外文翻译 原文 Why most training is useless? Material Source: 2008 TrainingDevelopment Author: David H.Maister Many companies—if not most—use training as a business version of a “quick weight loss” program. They hope that by training people in new things, they can quickly bring about behavioral changes among their employees. It almost never works. Training is a wonderful last step in a commit- ted program for long-term change, but an almost useless first step, especially when it is being used as a substitute for changes in managerial behavior. For much of my professional life, I have been paid to do training. It has been very well received in the sense that I have (usually) obtained high ratings, and clients not only paid their bills but invited me back to do it again and again. However, I now believe that the majority of business training梑y me and by everyone else梚s a waste of money and time because only a microscopic fraction of training is ever put into practice with the hoped-for benefits obtained. edUnfortunately, training and other kinds of meetings and conferences are too often organized as stand-alone events, with a life of their own, disconnected from the firm’s progress. Companies train people in new areas but then send them back to their operating groups, to the same measures and management approaches as before. People can detect immediately a lack of alignment between what they are being trained to do and how they are being managed. When they do detect it, little, if any, of what has been discussed or “trained” ever gets implemented. If it’s worth doing training, it’s worth doing it in a way that’s going to make a difference. That means preparing and using session time wisely. Business versus management Another problem contributes to the minimal impact of much business training: the fact that it’s about business! Business, as a subject, is about things of the logical, rational, analytical mind: concepts such as “the value chain” or the numerous Ps of mark