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How to Use Analogies to Introduce New Ideas

How to Use Analogies to Introduce New Ideas | Business Brainpower with the Human Touch | Scoop.it


While change and innovation clearly produce much of the turbulence that besets modern businesses, research suggests that change itself is not the culprit, but rather how organizations perceive and cope with change. Both people and organizations rely on analogies to help them comprehend change, including the meaning and potential of new technologies, systems and processes. But do all analogies function in the same way? How strongly should organizations adhere to their chosen analogies?


In coping with change and innovation, companies generally engage in a three-phase process that involves assimilation, analysis and adaptation. Importantly, there is a strong distinction between analogies that focus on aspects that are familiar and those that center on what is novel. How organizations apply these different types of analogies in confronting change and innovation can be a powerful influence in shaping their long-term direction and performance.

Vicki Kossoff @ The Learning Factor's insight:

If used wisely, analogies can help an organization’s employees comprehend change and innovation.

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Hand Selected Stories To Keep You On The Leading Edge

Hand Selected Stories To Keep You On The Leading Edge | Business Brainpower with the Human Touch | Scoop.it

Let us help you stay connected, educated and networked by filtering some of the most interesting and relevant business content for you. Right here, we become your personal content curator, putting you in touch with the hottest, most interesting and most valuable business resources from around the world.


So you may be asking "Who is The Learning Factor?" Quite simply, we are Asia Pacific's leader in Training Outsourcing. We provide awesome developmental opportunites for people around the world.

 

Each day we aim to deliver an outstanding learning experience to our training participants - services which strengthen skills, enlighten minds and empower the spirits of managers and employees. In turn, we know this will help their employers to prosper and grow and employees will say, "we have great managers in this company and I am going to give 100% to support them and their vision".

 

Make sure you join us on the life-long learning journey. Just click the 'follow' button at the top, right of this page to be kept up with our daily recommendations. 

 

Thank you to everyone for the suggestions. We appreciate your support!

 

Want to learn more about what we do? Visit our website.


Check out Bare Brilliance to learn more about our leading online business training solutions. 

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How to Conduct an Effective Job Interview

How to Conduct an Effective Job Interview | Business Brainpower with the Human Touch | Scoop.it

The virtual stack of resumes in your inbox is winnowed and certain candidates have passed the phone screen. Next step: in-person interviews. How should you use the relatively brief time to get to know — and assess — a near stranger? How many people at your firm should be involved? How can you tell if a candidate will be a good fit? And finally, should you really ask questions like: “What’s your greatest weakness?”

Vicki Kossoff @ The Learning Factor's insight:

As the employment market improves and candidates have more options, hiring the right person for the job has become increasingly difficult.

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Creating People Advantage 2014-2015: How to Set Up Great HR Functions

Creating People Advantage 2014-2015: How to Set Up Great HR Functions | Business Brainpower with the Human Touch | Scoop.it

Business leaders today are faced with an extremely dynamic business environment, characterized by technological innovation, blurring boundaries among industries, shifts in customer behavior, scarcity of talent, and huge variations in growth across regions. HR functions need to help companies meet these challenges as true strategic partners. To fulfill this mandate, however, HR leaders need a clear view of their current capabilities, their priorities over the next three to five years, and the best way to tailor efforts to improve.

Vicki Kossoff @ The Learning Factor's insight:

Three case studies illustrate how leading HR departments can take on a greater strategic role within organizations and help them compete more effectively.

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DaciaSlotemaker's comment, January 25, 10:02 AM
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The Iceberg That Sinks Organizational Change

The Iceberg That Sinks Organizational Change | Business Brainpower with the Human Touch | Scoop.it

Some aspects of organizational culture are visible on the surface, like the tip of an iceberg, while others are implicit and submerged within the organization. Because these ingrained assumptions are tacit and below the surface, they are not easy to see or deal with, although they affect everything the organization does.

Vicki Kossoff @ The Learning Factor's insight:

Organizational change efforts may flounder because of a lack of organizational focus.

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Patricia D. Sadar - Leadership Strength Coach's curator insight, January 27, 9:14 AM

Insightful article!

 

As an HR Professional I have been on all sides of change:  As the person leading change initiatives inside the organization, as an external consultant partnering with senior leaders to execute change, and as the recipient of change inside the organization.

 

What I know to be true is this:  Long are the days when we would say to ourselves..."once this change initiative is complete, things will go back to normal."  The reality is we are living in a VUCA environment. (Volatile, Uncertain, Complex, and Ambiguous)  Change is the new normal, and we as leaders are tasked with communicating effectively and connecting the dots for our organization.

 

It was always important for the entire team to understand where we are now, where we want to be, and what we as an organization need to do to get there.  Once we confirmed our shared goals & confirmed roles, it was important that everyone understood the why -- the business reasons for the change and we all had the same picture of what success looked like with KPIs.

 

I would ask 3 quesions to adjust my change lens before planning or communications began:

In order for this change to be effective...

1.  What do we as leaders need to know?

2.  What do we need to do?

3.  How do we need to be?

 

Then repeat these 3 questions for our staff?

1.  What does our staff need to know? Is there anything that they need to learn, unlearn, or re-learn? Why should they care?

2.  What are we asking our staff to do as a result of this change?

3.  How do we want our staff to be?

 

Hope this article, and my humble opinion added value to you as a leader. 

---If you have any questions, comments, or best practices about culture, change, or leadership…I am on it!  My goal is to share thoughts, tools, and inspiration to help you leverage your strengths, and achieve your goals!  Walt Disney said, "Whatever we have accomplished has been because other people have helped  us."  So don't be afraid to ask for help...that is what I am here for!

 

Until next time...PS - Live on Purpose!

 

Trish

Strengths Leadership Coach

Karen Dietz's curator insight, January 27, 12:39 PM

Gotta love this. Here's an infographic that takes a lot of the mystery out of why change efforts fail. This particular piece is about organizations, but it applies to any size business, and even to personal change.


Look at where stories sit: they are the biggest factor, just a hair above feelings. Now look at where shared values are -- near the top of the iceberg. Yet how often are we told with stories to tell ones that focus on shared values? Lots! So -- bzzzzzzz (buzzer sound) -- wrong answer. Or "give folks a vision and share stories about the 'why' behind it". Hear that buzzer again.


OK -- what this infographic is telling us that we've got to go deeper into the underbelly of the iceberg. In other words, listen for the stories people are telling and identify those deep emotions to understand what they really mean. This leads to understanding unwritten rules and behavior norms. Then start working on shifting the stories of "how we do things around here". Keep working up the chart.


Want personal change? Here's the process.


No question -- it's hard work and not easy. But at least this offers a clear road map. Keep it handy.


Many thanks to fellow curator icki Kossoff @ The Learning Factor for originally finding and sharing this piece.


This review was written by Karen Dietz for her curated content on business storytelling at http://www.scoop.it/t/just-story-it 



Ian Berry's curator insight, Today, 12:17 AM

Good insights into what needs to be addressed to co-create a great culture

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An Introvert’s Guide to Networking

An Introvert’s Guide to Networking | Business Brainpower with the Human Touch | Scoop.it

You’ve probably heard conventional advice about networking: Practice your elevator pitch, try approaching people standing alone (they’ll be happy someone is talking to them), memorize icebreaker questions (“How did you hear about this group?” “What’s the most difficult part of your job?”)

Those are fine pieces of advice for certain kinds of events and certain kinds of people (ahem, extroverts). But what if the thought of going to such an event in the first place fills you with anxiety?

Then you might just be an introvert.

Vicki Kossoff @ The Learning Factor's insight:

Here’s how to make networking easier by doing as much as possible at home.

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Building Capabilities for Performance

Building Capabilities for Performance | Business Brainpower with the Human Touch | Scoop.it
Capability building has remained a high strategic priority since we first surveyed executives on organizational capabilities in 2010. Four years later, many companies are using the same approaches to learning and skill development—namely, on-the-job teaching—that were most common in the earlier survey. Yet the responses to our latest survey on the topic1 suggest that organizations, to perform at their best, now focus on a different set of capabilities2 and different groups of employees to develop.

Amid their evolving needs and infrequent use of more novel skill-building approaches (digital or experiential learning methods, for example), executives report notable challenges in their capability-building programs. Among the most pressing are a lack of learning-related metrics and difficulty ensuring the continuous improvement of skills. In the results from organizations that are most effective at capability building,3 however, are some lessons for improvement. Respondents at these companies are much likelier than others to say sustaining capabilities over time and linking learning to company performance are integral parts of their capability-building programs. They typically use more methods than others to develop employee skills, more often say their human-resources functions and businesses co-own learning, more often use metrics to assess the impact of their programs on the business, and in turn report more success at meeting their programs’ targets.
Vicki Kossoff @ The Learning Factor's insight:
The capabilities that companies need most have evolved, but methods of building those skills have not. A McKinsey survey  finds that the most effective companies focus on sustaining skills and linking learning to business performance.
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Defensive Behavior and the Bosses That Provoke it

Defensive Behavior and the Bosses That Provoke it | Business Brainpower with the Human Touch | Scoop.it

Defensiveness. It’s ugly. We don’t want to do it, but we do it nonetheless. Driven by fear and emotion, our brains shut down and we lose the ability to think and relate to others. Being defensive has derailed many careers, as it impedes one’s ability to learn from mistakes, build strong interpersonal relationships, accept and benefit from differing perspectives, accept accountability for poor outcomes, or take initiative.

To illustrate the negative impact of defensive behavior, consider the real-life story of an executive I’ll call Ron (not his real name).

Vicki Kossoff @ The Learning Factor's insight:

Leaders need to make sure they themselves, aren’t provoking the defensive behavior, and must work to foster self-reflection rather than self-recrimination.

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Kimberly Kline's curator insight, January 20, 12:16 PM

Feeling defensive is a natural response whenever we feel attacked, accused, or threatened.  A good leader definitely knows how to avoid this!

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How to Write a Good Vision Statement

How to Write a Good Vision Statement | Business Brainpower with the Human Touch | Scoop.it

Strategic planning is much easier than many people realise.  If you have an intimate knowledge of your business and are able to think pragmatically about your strengths and weaknesses, you should be able to create a strategic plan fairly easily.


Take a deep-dive into each of the components and giving some tips on how to actually create them effectively.

Vicki Kossoff @ The Learning Factor's insight:

Strategic planning is much easier than many people realise. 

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rodrick rajive lal's curator insight, January 15, 1:48 AM

Strategic planning is of great importance in the classroom too. Both teachers and students need to plan their work. With the teacher it is about planning for the whole year, and for the student it could be about planning for his or her research paper for the term. In all cases, planning continues to be a factor that can spell success or failure! While, no doubt this article is aimed at the business world, I see its relevance in Education too!

Darilyn Evans's curator insight, January 15, 3:24 AM

A first step in benefits realisation is being sure of what we are trying to achieve.  This article is useful in giving a step-by-step process for creating a strategic vision that doesn't end up as some generic, jargon-filled statement that is uninspiring to staff and clients alike.