{"id":5460,"date":"2014-05-15T09:09:45","date_gmt":"2014-05-15T09:09:45","guid":{"rendered":"http:\/\/www.cerebyte.com\/?p=5460"},"modified":"2014-05-15T09:09:45","modified_gmt":"2014-05-15T09:09:45","slug":"substantive-change-vs-getting-just-a-little-better","status":"publish","type":"post","link":"https:\/\/cerebyte.com\/2014\/05\/15\/substantive-change-vs-getting-just-a-little-better\/","title":{"rendered":"Substantive change vs. getting just a little better"},"content":{"rendered":"\t\t\t\t![\"change\"](\"http:\/\/www.cerebyte.com\/wp-content\/uploads\/2014\/05\/change.jpg\")
<\/a>We\u2019ve been working with two companies: One is a leading high-tech company and the other is a leading healthcare company.\n\nBoth were faced with a similar decision, but each chose to go in a very different direction. Both are known for being innovative and committed to developing their people. Both are in highly competitive, changing markets.\n\nAnd both were faced with a choice: Either complete a two-and-a-half day \u201csales leadership summit\u201d (most of which was PowerPoint presentations, but also a few exercises), or do a sales leadership development program that required six days of learning exercises and social learning spread out over five months.\n\nThe out-of-pocket cost for travel and facilitators for the five-month program was about 60 percent less than the sales leadership summit, because most of it was delivered onsite or remotely.\n\nBoth organizations knew that the documented retention rates of content for each program were quite different: About 15 percent typically retained learning in the summit, and about 90 percent retained learning in the five-month program.\n\nIn the end, one company chose the summit, and one chose the five-month program. Each company\u2019s choice provides insight into leadership, innovation, and commitment to their people.\n\nThe one that decided on the two-and-a-half day workshop chose it because it was less demanding of the organization\u2014it was just two and a half days of sitting in a classroom, and nothing more.\n\nThe traditional format meant that the time and effort required was clearly understood and limited. When management made the choice, they were being explicit that their expectations for attitude and behavioral changes were minimal.\n\nThey decided to spend more and accept less impact because to do more would require them to work harder than they felt was needed; getting just a little better was sufficient for their needs.\n\nThe other organization selected the longer, more demanding program. Why? Because they were convinced that their markets were going to change so drastically that they either needed to change, or their survival would be threatened.\n\nTheir driving force was the concern for substantive impact (and the lower cost was attractive, too). Making sure that their participants really thought and acted differently after completing the program was critical for them.\n\nMost organizations speak about the need for significant transformation, but most opt for \u201cgetting just a little better\u201d rather than the substantive change. Most choose the workshops over the more in-depth program.\n\nIf an organization operates in stable markets and is very successful, perhaps being conservative is a good approach.\n\nBut if the organization is faced with turbulent markets and lots of change, it\u2019s better to invest in a genuinely transformational program. It\u2019s hard work, but it\u2019s more likely to help the organization thrive.]]>\t\t<\/p>\n","protected":false},"excerpt":{"rendered":"
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