Over the years, I’ve experienced two emerging dynamics regarding leadership and employee development: the concern over measuring success and the efficacy of development work. The focus on measuring often prevents the very kind of unlearning required for effective employee development today.
The best development model reveals a three-fold view of new knowledge, new perceptions, and new practices. This view is most effective because it naturally includes unlearning.
The dilemma, however, remains satisfying our preoccupation with return on investment (ROI), which finds it hard to measure unlearning.
The Dilemma of Measuring ROI
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