What is the Aim of Training?

Do we understand what is the aim of Training? How can coaching be complemented with training? Are our modern trainers using coaching techniques like (questioning, listening and feedback throughout the  ) or do we need to ask these trainers to do it.


a.
The Aims of Training

Level 1

Aim is to teach knowledge, skills and behaviours required within specific and well constrained situations

Level 2
Aim is to teach knowledge, skills and behaviour principles which the delegate must choose between in situations which vary within established parameters

Level 3
Aim is to expose the delegate to existing knowledge, skills and behaviour concepts and theoretical positions which the delegate must choose how to apply in the given context

Trainers may use the techniques of questioning, listening and giving feedback but essentially they are using these as strategies to either persuade the trainee or gain commitment to a course of action. The process is leading the trainee to conclude the answers which are already documented somewhere. There is obviously a continuum here. Management may evaluate a number of theoretical positions and make judgements about application but there are defined concepts which form the basis of the evaluation and strategy.

b.
How can coaching be complemented with training?

Coaching however, should not be just another name for training; it should deliver a unique contribution and an additional output to complement training. It starts from a ‘person- centred’ approach (Rogers, 1986) and is differentiated by always working from the coachee’s agenda to arrive at solutions and answers which are very individual and subjective. True coaching can only happen when there is not an obvious or single answer to the coachee issue.

Trainers, on the other hand, generally work to established and pre-determined ideas where the routes are well defined for most situations and there is perceived to be a ‘right’ answer. For Level 3, training the trainer may need to help the trainee identify key parameters in order to arrive at a judgement, but it is likely the ultimate decision or course of action is defined and documented and will have some objective outcome.

c.
Are our modern trainers using coaching techniques during their training workshops?

The modern trainer will however use the techniques used in coaching and is likely to use questioning, listening and feedback throughout training. These approaches can be used to influence and persuade a delegate or to build commitment to a solution, but in each case the questioning will be directive and often leading. At a higher level when working with managers, trainers also use these skills to facilitate discussion and the evaluation of options, thus helping to clarify thinking and making the problem solving process explicit for managers to use on future occasions. 

In Conclusion:

Coaching and training are about changing either what people do, or how they think about a situation. Both create development and learning and both use similar techniques. Training will generally work towards pre-determined, objective areas of knowledge; whilst coaching is person-centred, helping define subjective answers to open questions where the answers could not have been predicted by the coach. 

This article is adapted & simplified by TLMM from:
http://ijebcm.brookes.ac.uk/documents/special1-paper-01.pdf