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Do trainers approach people development for process managers from the correct perspective?
There seems to a growing number of project managers in the business world. Their specialisms are often around processes and process management. For some, people management is an important development area. Trainers can go in with a variety of tools and techniques rearding people management best practise and explain them in great detail with supporting activities and simulations. This approach will be right for some delegates but probably not for all.
Managers are taught to consider their peoples' "communication world" and work in that world in order to infuence, persuade and motivate. My question is are we trainers guilty of not applying the same principal in the training room? Should we not be considering our delegates communication world and use techniques they are comfortable with in a different way. In short should we consider people are a process (Input-activity-output) and come at people management from a different perspective?
I am currently designing some programmes around this concept and would appreciate input/comment. If you think I am barking up the wrong tree let me know and why you think so!
Thanks
Pete
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