Start by asking these four questions to help you take a more systemic perspective:
- What are ten ways training could impact the structure of your organization (goals, roles, responsibilities, leadership, sponsorship, decision-making, physical space, etc.)?
- What are ten ways training could impact groups, processes and patterns (trust, risk, safety, accountability, influence, etc.)?
- What are ten ways training could impact interpersonal relationships (conflict, feedback, communication, etc.)?
- What are ten ways training could impact intrapersonal dynamics (beliefs, values, resistance, assumptions, emotions, etc.)?
Let go of being practical and rational for a moment. Allow your brainstorming to be radical and full of possibilities. Any time you lead or receive a training ask yourself: what might the impact of this learning be? How far could the ripples of the impact reach?
Use your imagination - sky's the limit.
For more on making a business case for learning, check out my previous blogs from the Association for Talent Development 2015 Puget Sound Conference.
Making a Business Case for Learning
#1 Be Explicit
#2 Measuring ROI Beyond Money
#3 Know the Status Quo