[originaltext] Business and public organizations spend tens of millions of d

Business and public organizations spend tens of millions of dollars each year on development programs to improve their managers’ interpersonal skills. You’d think, therefore, that there would be little debate over whether such skills can be effectively taught. But there are diverse opinions on this question.
    On one side are those who view interpersonal skills as essentially personality traits that are deep-rooted and not inclined to change. Just as some people are naturally quiet, while others are outgoing, the anti-training side argues that some people can work well with others while many cannot. That is, it’s a talent you either have or you don’t. They believe that no amount of training is likely to convert individuals with highly offensive interpersonal styles into "people-oriented’ types.
    The skills advocates have an increasing body of experimental research to support their case. For instance, there is evidence that training programs focusing on the human relations problems of leadership, supervision, attitudes toward employees, communication, and self-awareness produce some improvement in managerial performance.
    Nothing in the research suggests that skills training can magically trans form the interpersonally incompetent into highly effective leaders. But that should not be the test of whether interpersonal skills can be taught. The evidence strongly demonstrates that these skills can be learned. Although people differ in their baseline abilities, the research shows that training can result in improved skills for most people.