EMPOWERING DEVELOPMENT CONFERENCE
CLOSING DISCUSSION
1. A shift to applied research
Despite the call to now start implementing applied research, further basic
research is required with respect to the fact that numerous studies have
omitted the cognitive drivers of learning performance form the model that we,
as Industrial Psychologists, need to bring back. The intention is to try to
develop measures of transfer and atomisation in a classroom setting by using
an alternative methodology. In psychological assessment one, essentially, has
a mechanism where you present stimuli to which people respond with
observable behaviour. Those behavioural denotations are either live, such as
an IQ test, or historical, such as a personality test. The question is whether
one can utilise the latter methodology to measure transfer/atomisation as it
occurred in a classroom over a period of time? Furthermore, the intention is to
delve deeper into the intricacies of abstract thinking, information processing,
prior knowledge, and so forth. There is a much more complex interplay of
these variables that needs to be confessed. However, this is as a result of
utilising samples of convenience due to availability and the time required for
testing.
Nonetheless, Industrial Psychologists should consider a shift to more applied
research without aborting basic research.
2. Socialisation into the context and organisational culture
How would the behaviour and aptitudes of graduates outside the classroom be
developed? One way to go about this is by placing it into a context each time.
The individual would then operate in a simulated or real environment. We
have some studies on graduate attributes that are running at the moment. For
instance, one study indicated that one of the issues is the degree to which the
work environment could be described in a generic way or in a specific way.
The work environment does not necessarily understand the extent to which
the individual entering into it needs to be socialised into that context and
culture in order to make sense out of it. This could open up some interesting
research opportunities.
3. Dissemination of information
How to we bridge the gap between what we discuss today and how we
disseminate it (i.e. how are we using it practically in the business world?).
Essentially one would want to get to that point where you have an enlightened
and informed market that knows that the way we are doing things currently is
not working. A revolution in approach is necessary in order to make a real
difference. Our approach to dissemination of information is not enough. Also,
one should be pursuing psychometric literacy, especially amongst decision
makers.
4. Limited knowledge among decision makers and the market
Decisions will be made by people from various fields, many that do not have
the knowledge of Industrial Psychology, and these people “do not know that
they do not know”. They do not know about the research that exists. We, as
Industrial Psychologists need to make them aware of this. We must think
about how this conversation can be brought up in an outside-of-class context
and of ways to make it meaningful to students to take it into their workplace.
We need to look at how the knowledge base is applied “out there”.
Furthermore, the Western Cape Department of Education have a strategy in
place that will be utilised to select, develop and assess individuals’
performance.
However,
their framework
is
extremely unsophisticated
compared to what we can offer, but they do not know this. They are not aware
of what is a good versus a bad framework. Industrial Psychologists need to be
more willing to take the risk of the possibility of looking like commercial fools
just to get the correct information across to people. They need to start
preaching in a commercially understandable way and communicate the utility
of their interventions. Thought must be given to how that will be packaged.
Additionally, collaboration is essential. Organisational development cannot be
developed in a bubble; Industrial Psychologists need to get involved with, and
involve, all stakeholders.
5. A holistic approach
The presentations of Harambee and Witzenberg Pals have confirmed that we
are maybe pitching this incorrectly as a technical investigation of adverse
impact, training and development, and learning potential, rather than seeing it
as a massive organisational intervention that is strategically driven form the
top. In both the cases of Harambee and Witzenberg Pals someone had a
dream and ran with it.
Development represents only one aspect of the
exercise to transform an organisation. A lot more needs to be involved.
Strategic thinking is essential. One also needs to adopt an innovative
approach and be non-risk averse. Moreover, people are organic and not
structured to the extent that we would like them to be; therefore the linear
approach to development is not always feasible. An action research approach
should possibly be considered.
It is also possible that the critical antecedents of the degree to which people
respond to developmental opportunities lie in the more distal past. Like the
degree of emotional security experienced, physical exercise and diet during
early childhood development which have been shown to affect adult
behaviour.
6. The exchange of knowledge between academia and the business sector
There is a lot of unofficial research being done by the business sector that
never gets tapped into by universities. One way of possibly solving this
problem is by having the business sector and university exchange study
information. It boils down to a matter of information management and
collaboration. There is no formalised exchange of information, especially form
the academic side. Articles are placed on the internet onto sites that the
business world often does not have access to or do not know about. There
needs to be a shared platform. Also, people often have their own interests at
mind so do not want to, or do not feel the need to, share their information.
Furthermore, the way universities’ packaging of research is often not palatable
for organisations. Thus, people shy away from utilising the research.
7. A suggestion made
The research and dissemination of results is possibly being done in too a
controlled manner. “How willing, able and tolerant are you of creating chaos
and working with that?”.