{"id":25667,"date":"2019-06-24T14:22:00","date_gmt":"2019-06-24T14:22:00","guid":{"rendered":"https:\/\/kepner-tregoe.com\/if-training-is-the-answer-what-is-the-more-important-question\/"},"modified":"2025-07-10T14:42:22","modified_gmt":"2025-07-10T14:42:22","slug":"if-training-is-the-answer-what-is-the-more-important-question","status":"publish","type":"post","link":"https:\/\/kepner-tregoe.com\/zh-hans\/blogs\/if-training-is-the-answer-what-is-the-more-important-question\/","title":{"rendered":"If training is the answer, what is the more important question?"},"content":{"rendered":"<p>Imagine that your company just launched an initiative to train myriad personnel in problem-solving skills, the result of a thoughtful decision to continuously improve productivity.\u00a0 No doubt this was a sizeable investment, not just financially, but also in the time and energy siphoned from people\u2019s regular job commitments during training. \u00a0Folks got the memo that they had to attend training led by experts. There was an expectation that they\u2019d be equipped with new skills to use back on-the-job; skills that could generate some immediate wins. If people attend training, listen attentively, take good notes in class and follow-up afterward, surely business results will follow. Right? Not necessarily.<\/p>\n<p>When was the last time your organization launched a program to train people around problem-solving?\u00a0 What was its goal?\u00a0 Were all the objectives accomplished?\u00a0 How was success measured?\u00a0 Did the training \u201cstick\u201d and reflect in a long-term change in peoples\u2019 behaviors?<\/p>\n<p>Ultimately, people need to be speaking the same \u201clanguage\u201d if any new problem-solving process, tool or method is ever going to transform the way stuff gets done.\u00a0 However, training alone is not enough \u00a0to change the way people think.\u00a0 If company leadership does not approach training as one small part of a larger program, there is the risk that any new skills will quickly lose momentum and become forgotten.<\/p>\n<p>To maximize the probability that problem-solving training will be successful and worth the company\u2019s investment, there are four key questions that, collectively, management must answer.<\/p>\n<ul>\n<li>Do we (leadership) agree that there is a need for a more structured problem-solving approach?<\/li>\n<li>Do we (the organization) understand how to apply and integrate the new problem-solving skills?<\/li>\n<li>How will we measure the benefits of problem-solving activities?<\/li>\n<li>How will we know that the new skills are \u201csticking\u201d and driving behavioral change?<\/li>\n<\/ul>\n<p>Answering these four questions requires that management embrace a robust pre- and post-training plan that, ideally, should be made prior to rolling out a series of workshops.<\/p>\n<h4>Leadership Alignment<\/h4>\n<p>Problem-solving training may fail to generate ROI if it\u2019s not supported by leadership. To optimize the value of a program, management needs to align on three key issues.<\/p>\n<ol>\n<li>Leadership, across the organization, needs to agree on what issues require a formal problem-solving process and why existing problem-solving may not be effective.\u00a0 If part of the organization believes existing problem-solving is good as is, the disconnect may deter any new skills from truly being adopted.<\/li>\n<li>To optimize the way problem-solving gets handled, management must clearly define who will own the problem-resolution process, who will be involved in it and who will be responsible for championing problem solving at varying levels of the organization.<\/li>\n<li>Leadership must understand the value that following a structured problem-solving approach will bring.\u00a0 Otherwise, the time and effort needed to integrate new skills in the workplace will not be reinforced from top-level down.<\/li>\n<\/ol>\n<h4>Business Process Alignment<\/h4>\n<p>Organizations struggle to integrate new problem-solving skills if they are not aligned with the business processes people follow every day.\u00a0 Consider this scenario: training participants learn a new, structured approach for asking questions to clarify issues, gather problem facts and use those facts to narrow down root cause.\u00a0 They strongly see how this approach will make life easier.\u00a0 However, when they return to their day job, the fields they need to fill out in the knowledge management system don\u2019t mirror the structured problem-solving approach they learned in class.\u00a0 Their colleagues and even their manager take a different approach to handling issues and don\u2019t use the step-by-step questions of the new approach.\u00a0 Moreover, everyone is being held to a standard of getting things fixed as quickly as possible and the message is clearly, \u201cdon\u2019t just stand there \u2013 do something!\u201d<\/p>\n<p>In this scenario, the business process is not configured to support the new structured problem-solving approach even though management had agreed that there was a\u00a0 need for a better approach and initiated training.\u00a0\u00a0 The tools and templates people use must be aligned with the methods learned in training.\u00a0 \u00a0Individuals need to be provided with adequate time and resources to apply good problem-solving processes as the standard approach.<\/p>\n<p>In the scenario, the organization needs to assess where and how the new problem-solving approach will \u201cbolt on\u201d to the problem-resolution process.\u00a0 Is the existing process set up for success, or do tools and templates need to be adjusted to support the use of improved problem-solving skills?<\/p>\n<h4>Goals and Metrics<\/h4>\n<p>What does the company want to improve by training people in problem-solving?\u00a0 What needles need to be moved and how will the company know that training has done its job?<\/p>\n<p>A series of financial, as well as non-financial metrics can be identified and analyzed to determine the effectiveness of problem-solving activities.\u00a0 For example,\u00a0 a reduction in unnecessary fixes due to better problem solving may be able to be measured financially in reductions in parts costs, while the mean-time-to-repair metric may be useful in tracking problem solving success non-financially by using the number of maintenance actions per period-of-time.<\/p>\n<p>These and other metrics are typically lagging, meaning they are \u201cpostgame\u201d measurements of how the game was played.\u00a0 While important, companies should also consider looking at in-process metrics, those which can be measured \u201cduring the game.\u201d These metrics give folks an idea of the effectiveness of the problem-solving as it\u2019s happening, and help organizations become conscious of the quality of the approach to handling issues.<\/p>\n<h4>Sustainability<\/h4>\n<p>To precipitate positive changes in peoples\u2019 behaviors, planned actions and changes will incentivize people to use the skills they\u2019ve learned back on the job. Management needs to establish and communicate:<\/p>\n<ul>\n<li>Clear expectations pertaining to problem-solving and what folks are to do differently following training;<\/li>\n<li>How feedback pertaining to peoples\u2019 problem-solving will be administered and tracked;<\/li>\n<li>How folks will receive on-going training, follow-on coaching and mentoring in the areas of problem-solving;<\/li>\n<li>The \u201cWIIFM\u201d factor (what\u2019s in it for me?).<\/li>\n<\/ul>\n<p>If the expectations for how to use the training are not abundantly clear; the work environment can make using the new skills impossible. Folks need to receive prompt, timely or specific feedback on how they are using the skills from training. If taking the time and effort to apply new skills isn\u2019t expected, accommodated or acknowledged, using new skills may engender a negative rather than a positive consequences. Without performance support, ROI just won\u2019t happen.<\/p>\n<p>If training people in problem-solving is the answer, what\u2019s the bigger question?\u00a0 It is essential to know what are we aiming to change or improve and how we can ensure that training will deliver those changes and improvements. The best-practice approach to maximizing ROI on problem-solving training is a program that not only teaches new skills but also includes a plan for structuring, implementing and tracking the training as it rolls out in the organization.<\/p>\n<h4>Read other articles from Kepner-Tregoe<\/h4>\n<p><a href=\"https:\/\/kepner-tregoe.com\/blogs\/10-everyday-uses-for-problem-solving-skills\/\">10 everyday uses for problem solving<\/a><\/p>\n<p><a href=\"https:\/\/kepner-tregoe.com\/blogs\/structuring-your-root-cause-analysis-meetings-for-success\/\">Structuring your root cause analysis meetings for success<\/a><\/p>\n<h4>About Kepner-Tregoe<\/h4>\n<p>Kepner-Tregoe has empowered thousands of companies to solve millions of problems. KT provides a data-driven, consistent, scalable approach to clients in Operations, Manufacturing, IT Service Management, Technical Support, and Learning & Development. We empower you to solve problems. KT provides a unique combination of skill development and consulting services, designed specifically to reveal the root cause of problems and permanently address organizational challenges. Our approach to problem solving will deliver measurable results to any company looking to improve quality and effectiveness while reducing overall costs.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Imagine that your company just launched an initiative to train myriad personnel in problem-solving skills, the result of a thoughtful decision to continuously improve productivity.\u00a0 No doubt this was a sizeable investment, not just financially, but also in the time and energy siphoned from people\u2019s regular job commitments during training. \u00a0Folks got the memo that [&hellip;]<\/p>\n","protected":false},"author":5,"featured_media":863,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1],"tags":[],"ppma_author":[163],"class_list":["post-25667","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-other"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.7 (Yoast SEO v27.7) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>If training is the answer, what is the more important question? - Kepner-Tregoe<\/title>\n<meta name=\"description\" content=\"The best-practice approach to maximizing ROI on problem-solving training is a program that not only teaches new skills but also includes a plan for integrating and supporting new skills and tracking the program\u2019s success as it rolls out in the organization.\" \/>\n<meta name=\"robots\" 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