Such questions make it timely to ask just when training is the answer. I suggest, a solutions-focused philosophy, which is an approach to change, centred on keeping things as simple as possible, doing what works and nothing else. Throughout any change, some things remain constant and others become clearer. If we are training a manager to use a computer and he or she suffers from technophobia, it won't matter how passionately we can lecture about spreadsheets or how neatly the manual is laid out on or offline. The solution is going to lie in finding the personal interest that drives that individual's commitment.
Training traditionally addresses the gaps of knowledge and skills.
If they don't, then we can train them. If they do, but for some reason they still aren't doing it, then training is unlikely to be the prime mover. Guns and millions' we'll say, in our efforts to design fresh new clich s. When the response to guns and millions is a grudging affirmative, then we may have customers for motivation rather than training. Of course, the form in which the motivation is provided may be an event that resembles training and you can bet it will be funded from the training budget.