Ep 9: Training for Lasting Change

Welcome to the Harmonious Workplaces podcast, where independent consultants Rich Cruz, Ben Kleinman, and Cheryl Vulpi explore corporate culture, organizational change management, and workplace behavior. In a recent episode, the team delved into a critical aspect of ensuring change “sticks”: effective training. Building on previous discussions about making change endure, this episode highlighted how training is not merely a task but a fundamental pillar for successful organizational transformation.

Why Training is Essential for Change

The hosts emphasized that training is crucial for giving people the “knowledge, skills, and abilities” (KSAs) they need to succeed in new ways of working. They revisited several key change management models to illustrate this point:

• ADKAR Model: Developed by Prosci, ADKAR stands for Awareness, Desire, Knowledge, Ability, and Reinforcement. Training directly addresses the “Knowledge” and “Ability” elements, ensuring individuals have the necessary understanding and capacity to perform new tasks.
• Kotter’s 8-Step Model: One of Kotter’s steps is to “enable action by removing barriers”. The hosts noted that a significant barrier is a lack of KSAs, which training is designed to overcome.
• Lewin’s Change Phases: Lewin’s three-stage model – Unfreeze, Change, Refreeze – also implicitly includes the need for training during the “Change” phase to facilitate new behaviors and processes.
• Alan Landers’ Organizational Change Model: This model specifically outlines “organizational learning” as one of its nine steps, underscoring the necessity of shared knowledge for new ways of operating.
• Expectancy Theory: As explained by Cheryl, this theory includes “instrumentality” – the belief that effort will lead to performance if one has the necessary skills. Training is vital for fulfilling this “instrumentality” step, regardless of an individual’s motivation.

Overcoming Resistance and Fostering Psychological Safety

A common challenge in training is people’s inhibition or fear of new systems or processes, often expressed as “I’m not a techie” or “I’m scared to try”. To mitigate this, psychological safety is paramount. This refers to a culture where employees feel safe to take risks, admit challenges, and learn without fear of admonishment.

Rich highlighted the issue of primary stakeholders (like CEOs) who believe their people need training but they themselves don’t. However, leaders must lead by example, as their buy-in (or lack thereof) significantly impacts others. The discussion also touched on threading the needle: encouraging people while not giving “license” to avoid trying.

A highly effective strategy mentioned is involving subject matter experts (SMEs) from the specific group, function, or division in crafting and delivering training materials. This thoughtful, intentional approach helps alleviate the “scared” factor because if a peer like “Bob or Mary” can do it, others feel they can too. This planned inclusion of SMEs works better than addressing resistance reactively. Ultimately, steady, trustworthy communication from leadership is the foundation that enables employees to feel safe and supported during change.

Types of Training and Effective Delivery

The consultants discussed a spectrum of training methods, from highly formal to informal:

• Formal Training: Often mandatory for compliance (e.g., healthcare regulations, financial standards, HR policies like anti-harassment, cybersecurity). These are frequently delivered through self-guided online courses with periodic tests and certification requirements.
• Semi-Formal and Informal Training: This includes “how to do your job” training through playbooks, one-on-one coaching, shadowing, observation, or even casual “water cooler chats”. These methods allow for practical application and immediate clarification.

Ben introduced the Kirkpatrick New World Model of training as a framework that encompasses these different approaches:

1. Reaction: Gathering feedback on learners’ enjoyment and perceived knowledge gain from the training.
2. Knowledge Check: Assessing understanding through quizzes or other evaluations.
3. Reinforcement: On-the-job training, coaching, one-on-one support, informal discussions, and rewards (e.g., badges, certifications) for achieving milestones.
4. Organizational Objectives: Tying training outcomes directly to the desired performance levels and overall change objectives.

The key takeaway is that these formal, semi-formal, and informal methods work best when they are thoughtfully woven together to create a “supportive training mesh”. This integrated approach ensures people get the right training when and how they need it, reinforcing organizational psychological safety.

Strategic Planning for Training

A critical piece of advice was to avoid waiting until the last minute to plan training. Engaging early, getting buy-in, and starting the training process as soon as possible are essential. “Bolt-on training”—training added as an afterthought—is rarely effective and can undo much of the change work already completed, creating a “lumpy and unrelated” experience for employees. Instead, training should be a planned, integral part of the change initiative from the outset, allowing for a sense of momentum and consistency.

The concept of “train the trainer” was also highlighted. Training those who can, in turn, train others (including leadership) is crucial for maintaining momentum and providing consistent, embedded support throughout the organization.

Gamification in Training

The discussion explored whether gamification has a place in workplace training, especially in serious fields like healthcare. The consensus was that it depends on the context and the seriousness of the subject matter.

• Serious topics, such as training on life-saving devices (e.g., AEDs) or security protocols in a hospital, tend to be presented more formally and seriously.
• Less critical tasks, like rolling out a new time-tracking system or learning about new drug development processes, offer opportunities for more fun, interactive, and gamified approaches.

Examples were provided where even serious topics incorporate gamification. Rich mentioned Red Cross online CPR training, which uses graphics, situational characters, and interactive mouse-pressing to simulate CPR. Ben noted how fitness trackers use “micro-rewards” like virtual trophies for achieving step or distance goals. Gamification can keep learners engaged, even in critical areas, by making the learning process more dynamic.

Conclusion

Effective training is a cornerstone of successful organizational change. The Harmonious Workplaces episode underscored several key takeaways for businesses and leaders:

• Engage early: Don’t wait until the last minute to plan or implement training; make it an integral part of your change initiative.
• Diversify training methods: Leverage a mix of formal, semi-formal, and informal approaches tailored to your audience, ensuring comprehensive knowledge transfer and reinforcement.
• Foster psychological safety: Create a culture where employees feel supported, can ask questions without fear, and are encouraged to learn and adapt.
• Empower trainers: Consider “train the trainer” programs to build internal expertise and ensure ongoing support.
• Maintain open communication: Consistent, trustworthy communication from leaders is the bedrock for successful training and change adoption.

By thoughtfully integrating these principles, organizations can ensure that training not only imparts new skills but also truly helps change stick, fostering more harmonious and adaptive workplaces.