Leverage Behavioral Science for Coaching That Drives Change
- by Ivan Palomino
Training Industry — Organizations have spent more than $370 billion globally to train their workforce and yet have 70% of employees claiming that they are not prepared with the right skills they need to master their jobs.
Organizations have shifted their learning and development (L&D) priorities toward building the skills learners need to address the challenges brought on by the COVID-19 crisis, namely a lack of agility low employee motivation. To build these skills and behaviors, there needs to be a specific learning approach: an approach that is reliant on using human’s mental power to unlearn previous practices, create processes for self-management and reduce the brain’s natural resistance to change.
Traditional in-classroom training has failed to drive behavior change, as it is based on intensity and knowledge transfer. According to the Berkeley Center for Teaching and Learning, learning is a process that is active; builds on prior knowledge; occurs in a complex social environment; is situated in an authentic context; and requires learners’ motivation and cognitive engagement.