How Do You Approach People Development/Training In Your Organisation?

It’s critical to get the right approach to how you develop your people. We have developed our own taxonomy for helping understand how mature an organisation’s Learning and Development approach really is.


One of the most common situations we find is how an organisation will promote the rhetoric of the right hand side but in reality have a mind-set more focused to the left.
To achieve the high impact people development of the Organisation Focused column requires a critical process to be followed.
Line management have to take ownership for, and be capable of, articulating the development gap for their people.
The required solution has to be validated and integrated with the organisations’ strategic imperatives.
The delivery phase meets the highest quality standards.
Line management stay engaged with the process taking responsibility for making sure the new learning is embedded in the workplace and the success metrics are robustly pursued.
There is a clear learning loop applied where legacy practice is tested against new, current practice and emerging best practice is captured and codified.
Predaptive, in conjunction with its sister organisation Structured Training can design the most effective, high impact learning environments, including facilitating the transition your Learning and Development culture across to the right hand side of our model.

Using Appreciative Inquiry- The Positive Way To Deal With Difficult Change

How do you get a group working in a high functioning state without going into the common spiral of overdosing on problem diagnosis and failing to get to any agreed resolution?


One way might be to use the Appreciative Inquiry (AI) approach. This whole system approach came out of the US in the 1980s, becoming an effective organisational tool that focuses on what works and making better rather than what is failing.

AI is a constructive method for understanding what we can take from the existing organisation/working practice that’s good/works well, and how we can build on it with our version of what we are trying to achieve, what the architecture looks like and finally, how we might make it happen? The four stages are:

  1. DISCOVERING: Identifying the organisational processes that work well.
  2. DREAMING: Envisioning processes and practices that would work well in the future.
  3. DESIGNING: Planning and prioritizing those processes in a workable form.
  4. DELIVERING: Implementation of the new proposed design.

By focusing on what works, and by increasing conscious competence, teams and organisations can build real momentum around scalable new ways of working. It also works well for developing best practice norms and standards.

A challenge for AI can be engaging with people who are locked into a remedial, negative approach to problem solving. People who believe there is little or any merit their organisation or team does that can be modelled positively; they simply want to have reductive, whinging conversations. In really serious cases this mental model can have solidified into a cultural norm, sometimes infecting large teams, even whole divisions.

We use a concept we call breakthrough AI – where if we can get a senior team thinking differently, who can view the future positively, who can show (at least) a little leadership can be a breath of fresh air and can quickly start to change the collective mind-set.