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Major changes within organizations are usually initiated by those who are in power. Such decision$-$makers sponsor the change and then appoint someone else $-$ perhaps the director of training to be responsible for implementing and managing change. Whether the appointed change agent is in training development or not, there is often the implicit assumption that training will "solve the problem." And, indeed, training may solve part of the problem.s$..$ The result is that potentially effective innovations suffer misuse, or even no use, in the hands of

When major changes are initiated in organizations, there is often the implicit assumption that training will 'solve the problem.$\text{'}$ And, indeed, training may solve part of the problem $($Dormant$,1986,$ p$.238).$

References:

Dormant, D$.(1986).$ The ABCDs of managing change. In Introduction to Performance Technology $($p$.238-256).$ Washington, D$.$C$.$: National Society of Performance and Instruction.