A number of studies show that there is no correlation between learning something (knowing it and understanding it) and using it. Without a real plan for application, follow-up and manager support, most of the newly-found knowledge will fall by the way-side in the midst of the day-to-day activities of work life.
The main principle here is Doing – not knowing, understanding or some other fuzzy concept. Knowledge and understanding don’t add value to the organization if they can’t be applied in practice – practice that adds value.
To create value from corporate training, we must fully depend on the interaction between:
• The participant
• The organization/department
• The manager
Quality training must be closely tied to the organization. This is achieved by: 1) using processes and routines that are relevant for the task, 2) using the material and tools available to you within the organization and 3) practical training in work-related ”situations”.
Analogies can be helpful and the one that is perhaps the most suitable here has to do with driving a car. Imagine that you didn’t need a driver’s license before being able to drive on the roads with other motorists (there are lots of things that you don’t need a license for – e.g. being a parent, a manager, project manager, salesperson or some other important role).
There’s a pretty good chance that after a little test driving outside the car lot where you bought the car, you could be off onto the streets. You would learn more as you experienced driving. Yes, most likely there would be quite a few traffic jams, stress, frustration and anger as well as a few dents and injuries as you drove faster. But you would most likely learn as you went.