Study reveals “dark side” of training in Israeli Defense Force that instills conservative values at odds with more progressive organization

Abstract

Purpose

The study was inspired by previous research showing the importance of congruence between declared and actual content. But the authors said there was a dearth of research into incongruence between training content and values of an organization.

Design/methodology/approach

The study focused on a leadership skills development course in the Israel Defense Forces (IDF). The course was developed and delivered by military clergy. The initial purpose was to investigate the effectiveness of intra-organizational training for developing leadership skills. But qualitative analysis of the data revealed an incongruence between the declared content of the course – to develop leadership skills – and the actual content of the course – instilling conservative values.

Findings

The authors said that the military clergy in the IDF hold conservative views that are traditional and nationalist, whereas the formal values of the IDF are quite different. They are based on the values of democratic state and military professionalism. The authors say this incongruence “may be harmful and cause a long-term clash of values in the organisation”.

Originality/value

The authors said the most important contribution was to illuminate the potential “dark side” of training. Exposing the covert side of training can inspire scholars to search for more hidden in organizational HR routines, they said. Awareness of the potential “dark sides” should also lead to improvements in training, making it more effective in the short and long term. An important practical implication was that a “clash of values” might occur between traditional values and the organization’s formal values.

Citation

(2021), "Study reveals “dark side” of training in Israeli Defense Force that instills conservative values at odds with more progressive organization", Human Resource Management International Digest, Vol. 29 No. 7, pp. 33-34. https://doi.org/10.1108/HRMID-06-2021-0125