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n It is essential that the board consider KM with the maximum
diligence. It is hoped that this unavoidably short, outline provides
a basis of careful assessment and decision-making.

Summary

I Too much money is wasted on training. The waste results almost
I entirely from a combination of laziness and ignorance. As a
I trainer myself I know how exhausting it can be to carry out
I training effectively. But the fact that something is difficult is no
I excuse for failure. As the late Ian Mikado pointed out there is no
I satisfaction to be gained from the fact that Christianity, like
I socialism has been found to be so difficult that its teachings have
I not been implemented for the better part of two thousand years.
I Trainers are generally too eager to embrace any methodology
I that enables the delegates to engage in activities that require little
I or no input from the trainer. They are also given to establishing
I so-called objectives that state what a trainee will “be able to do”
I after training rather than take any responsibility for ensuring
I that what should be done is done.
I The situation is compounded by managers who are too lazy and
I too ignorant to insist that trainers do what they are paid for and
I supervisors who are unwilling to do what they must to ensure a
I return on the training budget. The result is money down the drain
I and, believe me, the wasted money will be the smallest loss if we
I continue to tolerate “training for training’s sake”.

212 Key management questions