ABSTRACT
In the past decade training has become identified as a critical component in ensuring that organizations successfully integrate WID or gender planning into their work. A proliferation of new ‘approaches’, courses and workshops have abounded as different institutions and individuals have sought to fill this need. In many contexts training is now identified as the panacea, the solution to all problems. These can include gender-blindness, rigidly entrenched attitudes and hostility to women's concerns, or plain ignorance of how to integrate the issue of gender into planning. In reality, training is undertaken for different objectives, with both the training methodology and the components of the training package varying accordingly. The purpose of this chapter is to identify the potential and limitations of training to assist in operationalizing and institutionalizing gender concerns into planning practice. How far can training solve problems, and what does it actually solve?
