Feature


What drives real change?


Paul Matthews of People Alchemy believes behaviour change needs a workflow solution, not a learning one


W


hen I ask people in Learning & Development what


they think is the purpose of training, they give answers like ‘learning’, ‘knowledge’, ‘new skills’, ‘compliance’ etc. Then the answers start to change as people re flect on the desired end result from training. They usually begin to home in on a purpose for training that is about helping


4 | learningmagazine.co.uk


people develop so they can be better at doing what they do on behalf of their employer. They arrive at something like: “The purpose of training is to improve competence and change the way people do things so they perform better and consistently get better results at work.”


In essence, unless the


training is fulfilling some tick- box compliance require ment, it all comes back to behaviour


change. We train people because we want them to change their behaviour, yet when I look at the way people commonly deliver training, it is not a recipe for behaviour change.


So, what is a recipe for behaviour change? Think of something you do that you are good at. Were you always that good? Probably not. How did you get good at it? You started doing it then practised. I know this seems obvious, but in order for someone to develop a new behaviour and do things differently, they have to start doing things differently.


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