Understanding Human Psychology

Today is the day I've been waiting for—my PhD convocation. It feels surreal to finally be here, wearing the coveted doctoral shawl at TISS that feels like a cape on my shoulders. I'm filled with a sense of empowerment and accomplishment, a feeling that's been years in the making. This moment isn't just about the degree. It's a culmination of countless hours of research, writing, and perseverance. It's a testament to the resilience and determination I've developed throughout this journey. My PhD has taught me so much more than just academic knowledge. It has shaped me into a more confident, capable, and well-rounded individual. One of the most valuable lessons I've learned is the importance of building relationships. Collaborating with others has been instrumental in my success. I've learned how to work effectively with diverse teams, negotiate deals, and foster mutual respect.  Setting and achieving goals has also been a key component of my PhD journ...

  In the training industry, it has become common for professionals to share their recent training successes on platforms like LinkedIn. So do I very often do. What is often highlighted is the ability to rally participants, engage them in various activities, share experiences, and foster vulnerability within the training room. As a trainer myself, I understand the substantial effort required to keep a group engaged and motivated throughout a session. However, this brings us to a critical question: Are we focusing on the efficiency of our training or its effectiveness, or ideally, both? Efficiency in Training Efficiency in training refers to the smooth execution of the training process. This includes organizing and conducting the session in a manner that maximizes participant engagement, seamlessly delivering content, and ensuring that all planned activities are completed within the allotted time. An efficient trainer can manage time well, maintain participant interest, and deliver c...

  Training & Learning In earlier times, managers used to send their people for a training if they would be sitting idle. It was a perception that training is one way to occupy them with a meaninful activity, or just becasue people should be made to feel engaged. Trainers are just people who may give you some knowledge, called 'gyan' more colloquially. Managers weren't sure of how this 'gyan' would affect their work and businesses to make impacts on profits, but trainings surely motivated people, more so because it was a welcome break to their fixed, mundane schedule. Not very long ago, in the mid of 1900s when Donald Kirkpatrick developed the Kirkpatrick model of measuring training effectiveness. It had four levels of measuring training effectiveness. These were reaction to training, knowledge retention, transfer of learning on the job and impact on the business in terms of training return on investment (ROI). This model went on to become the most accepted an...