Building the Self-Efficacy of Individuals to Deliver Business Improvement and Success
I recently recorded a podcast on the importance of learning, stating that ‘it’s not about the badge’, but the journey of learning and reflection that results in accreditation and certification.
Another way of looking at this is the development of self-efficacy within the individuals who are on our development programmes.
At S A Partners we aim to develop people’s capability so they can achieve and demonstrate high levels of self-efficacy.
So – What is Self-Efficacy
Albert Bandura, the American psychologist first published a research paper on ‘self-efficacy’ in 1982.
Self-efficacy or personal efficacy can be defined as the confidence in one’s own ability to achieve intended results.
Self-efficacy affects every aspect of human enterprise or endeavour.
By determining the beliefs an individual has, regarding his or her power to affect different situations, self-efficacy strongly influences:
- the power a person has, to face challenges with high levels of competence;
- the choices or decisions a person is most likely to make.
Bandura defined self-efficacy as ‘one’s belief in one’s ability to succeed in specific situations or accomplish a task. One’s sense of self-efficacy can play a major role in how one approaches goals, tasks, and challenges’.
The theory of self-efficacy emphasises the role of observational learning and social experience. These 2 important factors determine how the S A Partners Lean Academy Programmes are developed and delivered – with an emphasis on Learning By Doing, on real business challenges faced by people in the business.
Bandura concluded that people with high levels of self-efficacy are those who believe they can perform well.
It is these people who are more likely to view difficult tasks, such as lean and Continuous Improvement Change Programmes, as something to be mastered – rather than something to be avoided.
Are you and your people up for this challenge?