Making Change Real & Sustainable

Organisations invest a lot in training. After all, it is visible. It is measurable. There is clear ROI. But does it really deliver? Change is a necessary constant in a competitive business, while stability is a deep value of the human need. So when leadership, or life, initiates a change that is out of the individual's control,  the individual perceives damage and frustration, even if the change may be a much better plan for the long run.


The common solution?

The default is to provide training on the upcoming change to help provide context and safety for those experiencing that change. This training assumes creating a behaviour change, but as most training has a scattershot approach, the knowledge being acquired may or may not be useful immediately, missing the opportunity to bridge between short-term and long-term memory to instill habits.

The common results?

Behaviours don't change, purpose is not acheived, and eventually resistance gives way to giving up.


How do we cultivate the positive impact of change while respecting individual contribution?


By learning in small batches. By learning as we are doing. By learning with experimentation. By learning through experience sharing and targeted feedback.

The  microlearning approach demonstrated below gives us a pattern for acquiring knowledge more naturally and inspires a learning framework for facilitating the desired change. Training isn't wrong; it simply isn't not enough! The human brain must experiment, value, and share experiences before the "new" becomes a natural part of ongoing behaviour.

Dr. Marian Willeke
Dr. Marian Willeke


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