Reactive to proactive stance: redefining the role of training for organizational effectiveness

Abstract

IN MY LONG ASSOCIATION WITH TRAINING I WAS DISILLUSIONED with the effects of training on the organization. When Rolf Lynton and I worked together during the early 60's both of us shared this disillusionment. Both of us were concerned with the crucial issue of the effectiveness of training for producing change in the organi zation. We were distressed to find that the results of training in terms of increased organizational effectiveness were disproportion ately low to the expenditure incurred on training activities. In order to conceptualize training as a process of improving organizational effectiveness through developing people-in-the-roles-in-the-organiza tion, and work out the operational details of this process, we collabo rated in writing a book.