Proof, Evidence, and Complexity: Understanding the Impact of Training and Development in Business

Abstract

Interventions–most notably, training–designed to improve human performance are coming under increasing scrutiny as executive management demands to know how and to what extent the investment in these interventions adds value to the organization. Often, management's demands are translated into assessment efforts involving experimental methods intended to “prove” that economic improvements can be directly and unequivocally attributed to training. Although this approach to demonstrating impact can be very effective, it is not applicable across a broad range of programs or organizations. Demonstrating value for diverse programs requires a wide range of impact assessment methods. This paper presents a framework for impact assessment that, although encompassing experimental methods, is focused on alternative ways of demonstrating value. Specifically discussed are the need to link program components in the evaluation strategy and to utilize various levels of evidence in drawing conclusions. In addition, the possibility of increasing the number of erroneous conclusions when programs are held to the highest standard of proof is discussed. Finally, chaos theory is suggested as a metaphor for understanding the complexity of the relationships between interventions and effects and as a rationale for an expanded approach to demonstrating value.

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