Follow Us Twitter Link | Email Us email us | 1.888.745.2520

Archive for the ‘training’ Category

Why We’re for Depth and Focus, and How They Engender Success

Thursday, July 8th, 2010

By William Seidman

There’s a two-part series of articles in the online Wall Street Journal of June 5-6. In the first, Clay Shirky asks,  “Does the Internet Make You Smarter?”

The second, by Nicholas Carr, poses the question, “Does the Internet Make You Dumber?”

Clay Shirky argues that the internet makes us smarter by creating new means of learning that will eventually surpass the old – and we all benefit from this.

According to Nicholas Carr,  the internet promotes — even requires — multi-tasking,  which fractures attention, promotes shallow (or little) focus,  and limits learning and sustained, deep thought.

This is relevant to a discussion of persuasive technology.

Recently a trainer asked me about the interface to Cerebyte’s persuasive technology. He compared our interface, which is straightforward and utterly lacking bells and whistles, to more graphically whizzy learning systems.

As I listened to him, I realized that he was accustomed to learning technologies that masked inadequate learning experiences with technical excitement. Anyone with kids can think of dozens of such ”learning toys” which, ultimately, fail at their mission.

It seems that the hook for most learning technologies has to be entertainment more than direct learning because the learning experience they provide is so weak.

So these technologies are much more on the Shirky side of the discussion. Their premise is to give lots of stimulus and hope something sticks.

Our persuasive technology is much more on the Carr side of the discussion. Its job is to encourage and enable depth and focus, not to entertain. We’re committed to this approach because it puts the positive deviant content at the center of the user experience and deliberately fades the technology into the background.

Here is the interesting result:  people like to use our system because it absolutely helps them to create something meaningful and valuable.

The best entertainment — the achievement of success — most definitely does not require batteries!

Waking Up the Tiredest Term, “Solution” (It Isn’t a Liquid)

Monday, June 28th, 2010

By William Seidman

If you’re like me,  you’re tired of the term “solution,” a catchall term in business marketing which is so overused as to have lost its meaning.

I’ve been working with several companies lately who all claim to provide “solutions” to their clients. We work to define the term.

Each client has a different understanding of what their ”solution” needs to be,  and within companies there are often several interpretations:

For product divisions and groups, a solution is found in several of their products. The underlying thinking is multiple products, even if completely separate, equal a “solution.”

The sales collateral, sales training, pricing, and infrastructure typically line up with this notion of products that solve a problem.

For sales and marketing, a solution is often what they can sell - which still usually means multiple products because that’s how they’re set up.

I have come to favor a different perspective from the The Mind of the Customer: How the World’s Leading Sales Forces Accelerate Their Customers’ Success by Richard Hodge and Lou Schachter. In their view, a solution is really a means of helping clients to accelerate their organization’s ability to achieve its objective.

I don’t have a better word, but to me a solution is often broad: it’s about understanding what the customer wants and providing the means to get there.

While this means a mix of products and services, it is not driven so much by the individual item but by the synthesis of them.

A real “solution” enables  customers to feel better about what they buy —  and they buy more. Isn’t that what you want?

Getting Even Better at Providing “Better Health for Everyone at Less Cost”

Friday, April 2nd, 2010

By William Seidman

We at Cerebyte are excited to be partnering with CHOICE Regional Health Network  to help this dynamic organization identify the best practices of hospital and social service case managers in Washington. Oregon, and Ohio - while also protecting the interests of hospitals, care providers, social service agencies, and communities.

CHOICE’s vision is “better health for everyone at less cost,” and it describes itself as “a non-profit coalition of rural and urban hospitals, practitioners, public health clinics, community health centers, behavioral health providers, and other partners dedicated to improving the health of our community.”

We’ll be focusing on coordinated care and using our patented TRANSFORM process for wisdom discovery  and, then, training of CHOICE’s case managers. I hope to report here on the steps we’ll be taking as we work with CHOICE.

Doing Something You’re Not Already Good At

Thursday, March 18th, 2010

By William Seidman

We’re working with a company that wants to change the way it does training.

Instead of the old dull Power Points, they asked us for a highly interactive type of training.
We agreed and designed an interactive approach that does not rely on Power Points.

The managers looked at it and were reluctant to even try it! Turns out they were much more comfortable with Power Point presentations and wanted to use them — staying in the old comfort zone which they agree isn’t effective — if only to show why they didn’t want to use them.

Is this logical?

No, but it’s human nature. 

Every level of an organization needs to step out of its comfort zone at times for real change to occur. Leaders can model this. It isn’t easy, but leadership must be willing to try new things — at the risk of some discomfort — for performance to improve. Most of us don’t want to do things we’re not already good at, but it’s just this kind of willing, open experimentation that can lead to effective change.

When Same-Old, Same-Old Needs a Transformation: Changing Company Culture

Monday, March 15th, 2010

By William Seidman

I’m working with a group of very competent, smart managers now. I’m coaching them to unlearn certain practices that, frankly, aren’t working anymore.

Our challenge: to change the culture of the company from one that fills orders and generally meets customer expectations — a transactional approach — into one that anticipates future needs and can propose new and creative solutions that please customers and energize managers. (And can still fill those orders!)  This new approach can be called transformational.

While the managers I’m working with may talk about making the organization transformational, like so many of us they tend to return to their comfort zone and stick with same-old, same-old business processes that are fundamentally transactional.

They’re constantly surprised when they don’t achieve their objectives.

Do you want your company to merely meet needs — or to be a vitally important resource?

Fortunately, these managers are learning the Cerebyte approach and to think and to function like positive deviants –  transformationally. We coach managers to think like their best positive deviants: that’s where the creativity is.

Managers who are empowered to think freshly are happier and more productive. We know that fresh thinking is an art and a craft that can be taught and learned.

If Your Company Came with an Instruction Manual You Don’t Need “Strategy to Action in 10 Days”

Saturday, January 23rd, 2010

strategysn172534468958_9036

By William Seidman

Ever wish your company had come with an instruction manual? Michael McCauley and I have written a book, Advantage Media has published it, and we’re excited. You can buy  “Strategy to Action in 10 Days: Creating High Performance Organizations”  directly from us, in bookstores, or on Amazon. There’s a Kindle edition, too.

Join our Facebook page and come with us as we travel to promote our book.

Ron Nakamoto, CEO of Strategic Financial, has praise:  ”I recommend Strategy to Action in 10 Days to any person interested in creating a high performance organization. It clearly illustrates how to break from the status quo and create a truly sustainable change. It is as much a practical guide as it is a game changer.”                              

We’re as excited about our book as we are about the many people who are using it to create real, lasting, and positive change in their organizations.

Experiential Learning and Conventional Learning: What Neuroscience Can Teach Us

Friday, December 11th, 2009

By William Seidman

I’m working with a company that is asking traditional instructional designers to develop experiential learning activities - which are different in conception, design, and actual practice from what these designers are used to doing. There’s an inherent struggle: it’s difficult to be learner-focused if you are sticking to traditional design.

In experiential learning, everything begins with the learner experience.

New ideas and new stimulation are useful only if they connect with the learners’ current abilities and ways of doing things - with who they are, right now.  A student isn’t a vessel into which the instructor pours knowledge.  In addition, the learning must have enough of the right types of repetition to be internalized.

Traditional instructional design is much more about telling people what they should know — and telling them very specifically what they will do — to learn something.

In my view, there’s an unspoken inherent mistrust of the learner in the process, and in any “teaching” in which the course designer and instructor are in charge.

The neuroscience of learning proves over and over again that experiential learning, in contrast, is all about providing learners with activities,  and trusting that they will learn the “right” lessons, and also trusting that they will continue to learn the right lessons often enough to produce long-term change.

The difference in perspective between a trusting and a not-trusting teaching method is where I’ve found great opportunities for learning, creativity, and growth.

Training for Learning and Real-World Application

Monday, October 12th, 2009

By William Seidman

I’m working in two settings now where there’s a tension between traditional classroom instruction and experiential learning.

Most training organizations like to train, which means classrooms, instructors, and - sometimes -elearning.

Most people prefer to learn, and they learn better when they can immediately apply what they’ve learned.

The art of training is to make classroom content tie tightly to real experience.

The art of experiential learning is to ensure that the right content is learned.

The trainers often want to drive the program, but this really doesn’t work.

Experiential learning is more powerful and effective, though it absolutely needs formal classroom instruction for specific skill building

Most of the people we work with stop talking about training and start talking about “learning activities” that include many forms of experiential learning as well as classrooms and elearning.

This broader definition is a good idea - the best idea - because it leads people to retain what they’ve learned and to be able to apply it to their real world.

Transformative Change’s “Ah-ha!” Moment

Monday, September 28th, 2009

By William Seidman

In setting a goal of transformative organizational change, management typically goes out and presents sweeping images of the future, which people tend to regard as meaningful but distant. We continue to work toward these changes until, finally, there’s a moment when it isn’t so distant: the transformation is  palpable or, even, visible.

Then there’s that moment when each person knows the change is real — and it really hits them.

This has happened to me twice in the last few weeks. A service person was going along fine until she hit an “avoid” section of her old program that told her that a key aspect of her program was being obsoleted.

She just froze. She couldn’t believe it.

The other was a senior manager who was reviewing the summary portion of our persuasive technology. When he got to the portion that would be summarized to him, he realized that this was for real. He was going to be holding others accountable for a significant change, but he was going to be accountable, too.

For both of them, there was a moment of terror.

Ultimately, this was good because the terror happened in safe environment and could be worked out.

But the moment of the realization was very clear and specific and not always completely comfortable. It’s an important part of the process and something we prepare for and support.

Positive Deviance’s Debt to Leonardo da Vinci

Wednesday, September 9th, 2009

By Rick Grbavac

“Study without desire spoils the memory, and it retains nothing that it takes in.”

- Leonard da Vinci

Isn’t it interesting that, nearly 500 years ago, Leonardo Da Vinci identified one of the main causes of learning and training failures today as lack of desire?  Put in slightly different terms,  it’s not thinking about it in the right way first.  Positive deviants in any organization think about things in a different way, usually with a higher moral purpose than the rest of us.  They want to be great at what they do - that ‘desire’ that Leonardo mentions -  and have figured out how to do it effectively in their organization’s environment.  Leonardo said that without desire, study is wasted.  So it makes 500 years’ worth of sense to get people thinking like the positive deviants FIRST, which will contribute so much to making their study worthwhile.

 
Better Tag Cloud