Lessons Learned on Making a Business Case for Learning: #4 Imagination

Stop being so rational. Loosen up. Channel your inner child if you want to make a compelling case for the ROI of learning.

A little imagination can go a long way. If you feel stuck evaluating and communicating the ROI of learning, try practicing some creative brainstorming. Use your imagination.

Start by asking these four questions to help you take a more systemic perspective: 

• What are ten ways training could impact the structure of your organization (goals, roles, responsibilities, leadership, sponsorship, decision-making, physical space, etc.)?
• What are ten ways training could impact groups, processes and patterns (trust, risk, safety, accountability, influence, etc.)? 
• What are ten ways training could impact interpersonal relationships (conflict, feedback, communication, etc.)?
• What are ten ways training could impact intrapersonal dynamics (beliefs, values, resistance, assumptions, emotions, etc.)?

Perhaps a training could help make decision-making clearer, which in turn empowers and engages managers better. This could increase employee satisfaction, improves employee retention, and decreases expenses. Your department could experience less conflict and shorter meetings.

Let go of being practical and rational for a moment. Allow your brainstorming to be radical and full of possibilities. Any time you lead or receive a training ask yourself: what might the impact of this learning be? How far could the ripples of the impact reach?

Use your imagination - sky's the limit.

For more on making a business case for learning, check out my previous blogs from the Association for Talent Development 2015 Puget Sound Conference. 
Making a Business Case for Learning
#1 Be Explicit
#2 Measuring ROI Beyond Money
#3 Know the Status Quo

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