Measuring the Impact of Outdoor Training on Productivity: Evidence from a Multinational Manufacturing Organisation

This study investigates the impact of participation in an archetypal example of outdoor development training on the productivity of 384 first line managers. Participants reported changes in a variety of attitudes and behaviours including, their opinions of themselves, team-working and the theoretical frameworks used to underpin the programme. Analysis of individuals’ accounts found associations between participation in particular forms of outdoor training activities and changes in certain categories of attitude. Cognitive Dissonance Theory is used as a framework to explain these changes. More specifically, it is contended that task selection and review style choices made by providers and sponsors significantly influenced the reactions, sense-making processes and training outcomes reported by participants. The results challenge the effectiveness of the design of many contemporary outdoor training programmes.