“The land of burnout is not a place I ever want to go back to.” Arianna Huffington
There was a time when I suffered from burnout. I worked in a high stress job. There was constant pressure to fulfill unreasonable expectations. This would have been bearable if I had received any recognition for my efforts (which included being on call 24 hours a day, and this was not an IT position)!
Unfortunately, positive feedback was nonexistent. What made things even worse was the perception that I held a favored status with the CEO, which made me a pariah among my peers.
My body finally betrayed me (or saved me). All of those sleepless nights and stressful days took a … Read the rest
“The art of teaching is the art of assisting discovery.” Mark Van Doren
We know that experiential learning activities contribute to better learning and retention. We design learning programs that incorporate these activities in a purposeful manner. We don’t insert a game just for the sake of a game. Every learning activity must achieve a specified level of learning, whether it be knowledge, comprehension, application, analysis, evaluation or creation.
So, there is a reason why we select certain activities to achieve certain levels of learning for key content. But do we make the learning process as rich as it could be? I don’t think so. I’m embarrassed to say that I know now that I haven’t.
Let’s take a case … Read the rest
“Motivation is what gets you started. Habit is what keeps you going.” Jim Ryun
Joel Constable, the Director of Talent Management at Intuit, has written a fascinating article for the Harvard Business Review on “Two Techniques for Helping Employees Change Ingrained Habits.”
He cites research by psychologists Gabrielle Oettingen and Peter Gollwitzer that found that doing two things significantly increases the likelihood of goal achievement in virtually every context.
I’ve combined a number of his statements in the following two paragraphs.
“The first step is considering your ideal future state and the obstacles you expect to face on the way to achieving that state. Oettingen calls this exercise mental contrasting and has found that it increases the likelihood that … Read the rest
“If only HP knew what HP knows, we would be three times more productive.” Lew Platt, Former CEO of Hewlett-Packard
Managers have a great deal of knowledge and experience that often goes unshared and unrecognized for lack of awareness that it is and can be an important organizational asset.
- The managers themselves may be unconscious of their implicit wisdom. Few managers have the time or inclination to reflect on what they know and how it helps their performance, so they themselves may not recognize their importance.
- There may not be opportunities for managers to share what they know. Organizational silos and lack of management or cross-department meetings make this difficult.
- If managers share what they know, it may
“Information useful to training professionals typically relates to Levels 1 and 2. You want to ensure that the training resulted in learning, and ultimately, that participants are ready to perform on the job. “ James D. Kirkpatrick
For years I have asked the same questions for participants to rate Kirkpatrick’s Level One- Reaction:
Personal Significance of Workshop
- Of the ideas, concepts and/ or techniques covered, which do you consider to be of the most use to you?
- List one or two ways in which you can apply something learned during this training experience to your current situation.
Quality of Presentation
- Please comment on the method of facilitation (i.e. use of audio visuals; mix of lecture, group and individual work; sufficiency
“The illiterate of the future are not those who cannot read or write, but those who cannot learn, unlearn, and relearn.” Alvin Toffler
According to Willie Pietersen in his article, Learning How to Learn, “in an increasingly turbulent world, the crucial life-sustaining competency is learning how to win at learning.” He offers five precepts “proven to be powerful drivers of organizational learning.” [Note: All of the following is drawn from his article]. https://www.td.org/insights/learning-how-to-learn
- Define What to Learn. To be strategic, organizational leaders must direct intellectual resources toward the right goals through a process of guided learning. By far the most advantageous learning is outside-in. Research done by the Anglo-Dutch consumer products giant Unilever concluded that customer centricity, not operational