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Major changes within organizations are usually initiated bythose who are in power. Such decision-makers sponsor the change andthen appoint someone else - perhaps the director of training - tobe responsible for implementing and managing change.Whether the appointed change agent is in trainingdevelopment or not, there is often the implicit assumption thattraining will "solve the problem." And, indeed, training may solvepart of the problem.... The result is thatpotentially effective innovations suffer misuse, or even no use, inthe hands of uncommitted users. References: Dormant, D. (1986). The ABCDs of managing change. InIntroduction to Performance Technology (p. 238-256).Washington, D.C.: National Society of Performance andInstruction.

When major changes are initiated in organizations, there isoften the implicit assumption that training will 'solve theproblem.' And, indeed, training may solve part of the problem(Dormant, 1986, p. 238). References: Dormant, D. (1986). The ABCDs of managing change. InIntroduction to Performance Technology (p. 238-256).Washington, D.C.: National Society of Performance andInstruction.

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