Risk Management, Safety Management and Loss Control

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3.1.3. Platform Model - Train

This does not consider the training that comes prior to the making of the plan and which includes such groups as senior and middle level managers, supervisors, in-house expertise, the Project Improvement Team (PIT) members, and the members of the Activity Coordination Teams (ACT). All that training is further dealt with relevant under Process steps.

The training here is the training in relation to the execution of the plan. You will also find that back under "Process".

The (standing) plan dictates what needs to be done, it also provides the basis for training of people. I consider the following training needs for the people indicated:

	Training of people that need to do the actual work involved with the execution of the plan activities (ref. Implementation training). For example, how to investigate incidents, how to carry out inspections, etc.
	Training of people how need to manage/supervise the activities to be done. This training very much includes the critical activity issues that a supervisor or manager needs to know to stimulate the activities that are to be carried out in his/her unit or department (ref. Management briefing).
	Training of people that need to periodically evaluate activities carried out to establish whether these are done as planned and, if so, whether the results desired - per activity area as well as for the entire management system - are actually being obtained (ref. Do and Extend of Process).

Obviously the training will depend on the MAA (Management Activity Area) being considered. The training needs to consider relevant issues, the reason for change, the activities to be done, tools/forms to be used etc., basically everything that is contained in the MAA Structure.

Go back to MODEL

THE principle of RESISTANCE TO CHANGE

"The greater the departure of any planned change from the accepted ways of the past, the greater the potential resistance by the people involved.