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Related Experiment Videos

That's okay in theory, but . . .

R H Gorman, H K Baker

    Personnel
    |June 11, 1978
    PubMed
    Summary

    Participants often resist implementing new ideas from training due to a natural tendency to stick with familiar behaviors and thoughts. Overcoming this resistance is key for successful knowledge application.

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    Area of Science:

    • Behavioral Science
    • Organizational Psychology
    • Adult Learning Theory

    Background:

    • Training initiatives often fail to translate into practice.
    • Participant resistance to change is a significant barrier to implementation.
    • Established behaviors and thought patterns hinder adoption of new information.

    Purpose of the Study:

    • To explore the psychological underpinnings of resistance to change following training.
    • To identify factors contributing to the non-implementation of training-derived ideas.
    • To understand the role of established cognitive and behavioral patterns in hindering innovation.

    Main Methods:

    • Qualitative analysis of participant feedback from various training programs.
    • Exploration of cognitive biases related to change aversion.
    • Behavioral observation studies assessing post-training action.

    Main Results:

    • A consistent pattern of resistance was observed across diverse training contexts.
    • Participants expressed comfort with existing methods, citing efficiency and familiarity.
    • Cognitive dissonance was evident when new information conflicted with established beliefs.

    Conclusions:

    • The inherent human tendency to resist change is a primary reason for poor training implementation.
    • Strategies addressing psychological comfort and cognitive biases are crucial for successful knowledge transfer.
    • Facilitating behavior change requires actively countering the pull of established norms.

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