年底,有一家企业的老总问我,培训究竟有什么作用,值多少钱。这个问题让我开始非常认真地回顾这些年做培训的经历。特别是刚刚过去的1999年。这一年我到各个公司做了将近200天的培训,有不少想法很愿意跟大家分享。三、四年前,绝大多数中国经理人认为培训和教育没有什么区别。表现在他们会请大学教授来“讲课”:会要求培训讲师“增加信息量”:一个培训安排越多人参加越合算:培训时间要长,练习时间要短,少做练习多讲课;最好每天晚上讲两个小时;讲义要厚,最好有书发,“要不然我付出你那么多培训费干嘛?”;座位要规规矩矩摆成教室形状;有时在培训之前.领导还会来“讲话”;“大家要注意纪律,不要交头接耳,不要讲话。”事实上,在中国做培训最困难的事情之一就是让学员愿意投入到练习、分享、讨论、活动中去。因为不参与体验就一定没有感觉或收获,没有亲身的感觉就很难认同培训的价值,于是更加难以投入到体验过 At the end of the year, a business manager asked me what the role of training, the value of how much. This question led me to start a very serious review of the training experience over the years. In particular, just past 1999. This year I went to various companies for nearly 200 days of training, there are many ideas are very willing to share with you. Three or four years ago, the vast majority of Chinese managers thought there was no difference between training and education. The performance is that they will ask the university professors to “lecture”: will ask the trainer “increase the amount of information”: a training arrangement more people to participate in the more cost-effective: longer training time, practice time is shorter, less practice and more lectures; best Speak two hours every night; handouts should be thick, preferably with books, “or else I pay you so much training fee?”; Seats should be neatly shaped into classroom shapes; sometimes before training. “We should pay attention to discipline, do not cross talk, do not talk.” In fact, one of the most difficult things to do in China is to get participants willing to devote themselves to practice, sharing, discussion and activities. Because you do not participate in the experience, you certainly do not feel or gain. You do not have the personal feeling that it is hard to recognize the value of training. It is even harder to invest in experience