Tag Archives: Training

The Brain Performance Test

For all leadership and management.   The heavy weight partners on this test based on neuroscience is impressive.  Short test (and fun) with specialized report to let you know your training areas.

Excerpt:  The Brain Performance Test is a battery of assessments designed to measure your performance in five core cognitive areas. Developed by Lumosity’s neuroscientists, the test is based on the same assessments that doctors and researchers use to measure brain function.

via The Brain Performance Test.  From Lumosity’s

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Filed under Leadership, Operations & Innovation, Management

Economics and the Brain: How People Really Make Decisions in Turbulent Times

An article in one of my favorite topics, “why we are who we are” and “why we do what we do”   🙂   This article reviews findings of how we make decisions  —  the influences, etc.  Leadership and management training.

Excerpt:  “Whereas psychologists tend to view humans as fallible and sometime even self-destructive, economists tend to view people as efficient maximisers of self-interest who make mistakes only when imperfectly informed about the consequences of their actions.”

This view of humans as completely rational – and the market as eminently efficient – is relatively recent. In 1922, in the Journal of Political Economy, Rexford G. Tugwell, said (to paraphrase) that a mind evolved to function best in “the exhilarations and the fatigues of the hunt, the primitive warfare and in the precarious life of nomadism”, had been strangely and quickly transported into a different milieu, without much time to modify the equipment of the old life.

Read full article via Economics and the Brain: How People Really Make Decisions in Turbulent Times | Neuroscience News.

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Filed under Leadership, Operations & Innovation, Management

Explaining The 8-Fields Model

Another good read and how-to article this morning from GamingWorks.  The model explained is a step by step success platform.  The article references IT but would also be very useful for other projects and teams.

Excerpt:  In this article I want to look at a model which answers two key questions: ‘How we evaluate our training?’, and ‘What is it we want to achieve?’. Logical questions, you would expect that everybody asks before investing in training. However this isn’t always the case, or isn’t always done in an effective way. I will explain this using the 8-field model. Consistently using this 8-field model will help ensure that you gain a maximum return on inbvestment from your training and achieve sustainable, measurable results.

Read full article via Explaining the 8-fields model – GamingWorks.

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Filed under Business Intelligence, IT, Data Management, Metrics, Cloud & Mobile

It’s All About Creating Business Results

Good takeaway how-to in the task of “train the trainers” .   Concepts in the design for learning/teaching.  Human resources management and small business owners

Excerpt:  One of the reasons ITSM process improvement projects fail is the lack of achieving demonstrable Business Results. How can HRD help?

In the field of HRD there are excellent tools to design and evaluate the effects of learning processes. Maybe if we approach process improvement projects as a learning process and we would design an improvement project as if it’s a learning intervention we would create more Business Impact.

In this article I will show you how to use the 4 levels of Kirkpatrick to evaluate ITSM process improvement projects.

Let’s go back to the 4 levels of Kirkpatrick:

(4) the evaluation of the business results.

(3) the evaluation of the learning effects in the workplace

(2) the evaluation of the learning results

(1) the evaluation of the learning process

Read full article via It’s all about creating Business Results – GamingWorks.

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Filed under Human Resources & Payroll, Management, Small Business

Columbia Ideas at Work : Strategy as Learning

Great read  —   establishing learning and training programs.   This is a reprint from 2010 but absolutely worth the read with lots of takeaways in content and the model presented.  Management

Excerpt:  I developed the framework itself out of a sense of frustration. There are a lot of exhortations and slogans like Think outside of the box, You’ve got to be a revolutionary, Make your decisions with the customer in mind. But there are few actual practical business tools or processes to translate these appeals into action. Change doesn’t happen through exhortation. If you want to get anything done in an organization, you have to introduce a business process to make it happen.

I felt we needed to move away from static models and instead create a dynamic process that introduces the idea of strategy as learning. That’s a fundamental shift that businesses must make: from strategy as planning to strategy as learning. So I set out to assemble the right set of underlying concepts that would inspire a highly practical, simple process to put these ideas into action.

Would you describe the model?

It’s a four-step insight-to-action model. To think strategically is to think outside-in and to function strategically is to make decisions based on that outside-in thinking.

Read full article via Columbia Ideas at Work : Feature.  From Columbia Business School

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Filed under Management, Small Business

ARCS Model of Motivational Design (Keller) | Learning Theories

Knowing how “learning” is achieved by individuals will help management construct their training programs.  How-to takeaways.  Human Resources

Excerpt:   Summary: According to John Keller’s ARCS Model of Motivational Design, there are four steps for promoting and sustaining motivation in the learning process: Attention, Relevance, Confidence, Satisfaction (ARCS).

Read full article via ARCS Model of Motivational Design (Keller) | Learning Theories.

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Filed under Human Resources & Payroll, Management

GOMS Model (Card, Moran, and Newell) | Learning Theories

Another model used for intelligence based systems.  A basis of formula to determine the probabilities given the components.    Is also used in training and other metrics.  Management

Excerpt:  Summary: The GOMS Model is a human information processing model that predicts what skilled users will do in seemingly unpredictable situations.
Originators and proponents: Card, Moran and Newell in 1983; Bonnie John et al.

This model is the general term for a family of human information processing techniques that attempt to model and predict user behavior. Typically used by software designers, a person’s behavior is analyzed in terms of four components:

Read full article and lists of additional research via GOMS Model (Card, Moran, and Newell) | Learning Theories.

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Filed under Business Intelligence, IT, Data Management, Metrics, Cloud & Mobile, Management

Interactivity, Games and Gamification: Creating Engaged Learners

More on learning this morning  —  that, of course, means training from management and sources, yes?    The slides were a presentation on gamification and how interaction can enhance learning slash training.

Excerpt:  Gave a presentation today to the fine folks involved with TrainingMagazine Network. We had over 2,000 people register for the webinar to check out the topic and to learn a little more. Here are some resources I reference and some additional resources as well.

Here are the slides.

See slides here via TrainingMagazine Network Presentation Resources: Interactivity, Games and Gamification: Creating Engaged Learners | Kapp Notes.

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Filed under Gamification, Management

Sidecasting in a Flow – Cognitive Edge Network Blog

This is a summary of some of his previous blogs with included how-to for groups, teams, staff  — how to train for learning is my take.  Leadership and management

Excerpt:  So here goes. I will start with the whole picture then describe the process step by step and finish with some general comments.

I am assuming some familiarity with FB as a technique here and assuming that the process has been run with multiple groups, ideally organised to maximise group think in each of the groups. This does confuse people who have been trained to try and mix groups up, but in my experience such a mistake is in error during initial sense-making. By maximising group think you increase the number of perspectives as you encourage the development of extremes, and that increases scanning. As a side here, I have often argued it was a mistake to collapse all the agencies into one post 9-11 as it encouraged a single view, rather than multiple perspectives. Obviously this is a balancing act: too much diversity you get excessive fragmentation, too little and you loose adaptive capacity. However for this exercise we want as much diversity as possible, we are trying to scan the range of all that is plausible, and that is a lot.

In a FB workshop exercise all the groups, once they are complete and not before, are rotated around all the other groups and are asked three questions of all the turning points created:

Read full article via Sidecasting in a flow – Cognitive Edge Network Blog.

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Filed under Leadership, Operations & Innovation, Management

Fiedler’s Contingency Model – Leadership Skills Training

Another great leadership tool and training from MindTools.  This one takes the obvious and shows you how to use it.

Excerpt:  Keep in mind that Fielder isn’t using the word “contingency” in the sense of contingency planning. Here, “contingency” is a situation or event that’s dependent on someone, or something else.

Understanding the Model

The Fiedler Contingency Model was created in the mid-1960s by Fred Fiedler, a scientist who helped advance the study of personality and characteristics of leaders.

The model states that there is no one best style of leadership. Instead, a leader’s effectiveness is based on the situation. This is the result of two factors – “leadership style” and “situational favorableness” (later called “situational control”).

Read full article via Fiedler’s Contingency Model – Leadership Skills Training from MindTools.com.

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Filed under Leadership, Operations & Innovation

Leadership Heads Up: Delegation

A good heads-up and reminder to all leadership and management.   In my mind, delegation improves the leadership role, but even more importantly it is one of the greatest training tools ever.   A part of delegating should include training to THINK and to APPLY PREVIOUS LEARNED CONCEPT AND METHODS TO NEW TASKS OR ISSUES.   If your people can manage well in your absence, you are on the right management track.  Recommended read.

Excerpt:  Delegation is a critical skill. “Your most important task as a leader is to teach people how to think and ask the right questions so that the world doesn’t go to hell if you take a day off,” says Jeffrey Pfeffer, the Thomas D. Dee II Professor of Organizational Behavior at Stanford University’s Graduate School of Business and author of What Were They Thinking?: Unconventional Wisdom About Management. Delegation benefits managers, direct reports, and organizations. Yet it remains one of the most underutilised and underdeveloped management capabilities.

Read full article via Are you delegating enough?.  From BRW

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Paired Comparison Analysis – Decision-Making Skills Training

Another tool from MindTools today.  This one is also on decision processing.  The article includes a worksheet to use.  Leadership and management

Excerpt:  This is especially challenging if your choices are quite different from one another, if decision criteria are subjective, or if you don’t have objective data to use for your decision.

Paired Comparison Analysis helps you to work out the relative importance of a number of different options – the classical case of “comparing apples with oranges.”

In this article, we’ll explore how you can use Paired Comparison Analysis to make decisions.

Read full article and use worksheet available via Paired Comparison Analysis – Decision-Making Skills Training from Mindtools.com.

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Filed under Leadership, Operations & Innovation, Management

What’s Wrong With Your Sales Training Program – HBR

Are you still using the sales manual you threw together some years ago?  If so, you are the cause in your defeat.

Excerpt: Somehow, “successful” sales training has become associated with a thick binder of material the salesperson lugs home from the class (never to open again). The classroom experience is based mainly upon rote memorization of facts. There is little in the way of interaction, practical exercises, or meaningful conversation about the difficult “real-world” obstacles that need to be overcome. The training classes are pre-packaged sessions that are taught the same way over and over again, regardless of the changing competitive landscape.  In this article we review four critical elements that are commonly missing from today’s sales training programs. Take a look at your own sales training program to determine whether:

Read full article via What’s Wrong With Your Sales Training Program – Steve W. Martin – Harvard Business Review.

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Filed under Marketing, Branding, Sales, Advertising, eCommerce & Social Media

Abraham Maslow’s Hierarchy of Needs and Diagrams of Maslow’s Motivational Theory – Pyramid Diagrams of Maslow’s Theory

Maslow’s theory even today provides a great basic of training and onboarding.  Human resources management.  Relational to “why we are who we are and why we do what we do”.

Excerpt: Abraham Maslow developed the Hierarchy of Needs model in 1940-50s USA, and the Hierarchy of Needs theory remains valid today for understanding human motivation, management training, and personal development. Indeed, Maslow’s ideas surrounding the Hierarchy of Needs concerning the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfil their own unique potential (self-actualization) are today more relevant than ever.

Read full article via Abraham Maslow’s Hierarchy of Needs and diagrams of Maslow’s motivational theory – pyramid diagrams of Maslow’s theory. From businessballs.com

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Filed under Human Resources & Payroll

Developing Mindful Leaders – HBR

Great article, and in my opinion, very true…… if you have ever been in the corporate boxed succeed programs….they do leave people behind.  The information in the article also offers takeaways for small business as well…… being mindful of successful training programs doesn’t mean you have to be big.  Human resources and C-Suite

Excerpt……Organizations invest billions annually on a success curriculum known as “leadership development,” which ends up leaving so much on the table. Training and development programs almost universally focus factory-like on inputs and outputs — absorb curriculum, check a box; learn a skill, advance a rung; submit to assessment, fix a problem. Likewise, they leave too many people behind with an elite selection process that fast-tracks “hi-pos” and essentially discards the rest. And they leave most people cold with flavor of the month remedies, off sites, immersions, and excursions — which produce little more than a grim legacy of fat binders gathering dust on shelves.

Read full article……via Developing Mindful Leaders – Polly LaBarre – Harvard Business Review.

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Filed under Human Resources & Payroll, Leadership, Operations & Innovation, Small Business