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Enterprise Learning | Just Coach It: The 3Q Edge

Is one of your people stuck in a box/rut/overdrive or stasis? Are you stuck in a box/rut/overdrive or stasis because YOU want to find a new way, better way to generate results at a speed of change, challenges, hyper-competition and opportunity that is accelerating?

You are not alone!  Statistics tell us that employee engagement and stress caused physical, emotional problems are at an all time high.  Is there an upside?  You betcha.  Resolve to evolve and re-define success. Starting building the Q skills that can take you/your people forward faster, better and happier by helping them optimize strengths while also using changes, challenges, stressors, even failures as a catalyst for their greatest potential.  (Happier?  Yes, neuroscience confirms that we need to prime our brains to be happy to optimize their potential.)
Resolve to Evolve

Do not get sidetracked by the symptoms of disengagement, frustration, stasis we face can take you off the beaten path, fighting symptoms rather than addressing the root cause of the problems you need to transform into effective solutions. Fighting the symptoms of what is not working may give you temporary satisfaction, but it will not help you ideate, communicate, collaborate and succeed forward.  The need to build a new mindset and skill set that helps us optimize talent and potential at the speed of change/challenges is real and critical!

Resolve to evolve.  Get the right people on your bus and help them to build essential skills, skills that grow at the speed of change and challenges by using strengths, changes, challenges, stressors and failures to build their 3Q Edge™:

Q1:  IQ Enhanced ideation, focus, strategic thought, ability to learn-relearn
Q2:  EQ Self awareness, awareness of others, self management, relationship management, communication, resiliency, risk tolerance
Q3:  SQ Purpose, values, integrity-the timeless anchors of true leadership, sustainability and the grit to forge ahead when the going gets tough!

Resolve to evolve. Take the automatic fear response out of change,  by focusing on the only thing that is sustainable and timeless…Q3  Reset the internal and organizational GPS focusing  on the purpose, integrity, values that are the only consistent, stable course of comfort and sustainability we have and will have.  Make purpose = profit your mantra, and the mantra of your organization.

Resolve to evolve. Stasis is a recipe for disaster, rigidity of thought, communication and action is a time bomb ready to explode and destroy your potential and the potential of your organization from inside out. Big organizations, SMEs, professional services providers, start-ups, entrepreneurs, solo-preneurs all face the critical imperative to re-examine and re-gig how they motivate, empower, optimize, recognize, optimize and realize talent and results.

Redefine Winning

WINNING means developing the business mindset and agility of a gazelle by developing face –face, virtual and digital teams that respond (not react) to changes and challenges in ways that nurture and drive innovative, collaborative solutions.

WINNING means building a Me To WE culture where traditional silos are disbanded and replaced with better ways that drive vertical and horizontal communication, engagement and results by recognizing and enabling communities of purpose/new ways of communicating and collaborating that take you and your people forward!

WINNING means replacing theory with practice and collaborative action because neurons that wire together, fire together and our ability to ideate, innovate, collaborate, communicate faster, better and happier is real and critical.

Most of all…

Winning means having the courage to recognize the pain we share and using to to transform pain into gain by using problems to generate the fire of human potential. Start using problems to drive  innovative solutions that take us forward individually and collectively. The problems that unite us in a new non-linear eco system, a new world and workplace where changes, challenges, stressors, complexity and opportunity will continue to accelerate faster than ever before are as great as our potential to USE them to LEARN-RELEARN, COMMUNICATE, COLLABORATE and SUCCEED Forward.

Resolving to evolve  means realizing your ability to ignite, engage and stoke the fire of human potential, because nothing could be more important!  Get the right people on your bus, and work with them to optimize, humanize, monetize in ways that take you forward. REACH Forward and the future will REACH back to YOU!  Is it time to build your Q strengths? Are you ready to use what is to create what can be?  Carpe Diem!

Vilma Bonilla's insight:

Love this approach. #L&D #Enterprise #Communication

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Simulations can reach Gen Y when other methods can’t | L&D

Simulations can reach Gen Y when other methods can’t | L&D | Cultural Trendz |

Training needs, tools and solutions are constantly evolving. As a health care executive at Raytheon Professional Services, Bryan Chance has been watching these trends evolve in his industry for years. Chance and his colleagues at Raytheon Professional Services have found that simulation-based training can help employers adapt their training offerings to accommodate their new employees’ learning preferences. I interviewed him to find out what Gen Y thinks of simulation-based training and how it’s revamping corporate learning systems.

What kind of training is Gen Y looking for?

Chance: Often, Gen Y employees will say they don’t need training. What they really mean is that they’re not interested in traditional classroom training. They’re far more likely to welcome experiential, technology-based training that aligns with the mass array of media they engage with on a daily basis. These multi-modal training solutions can tap into Gen Y’s experience with everything from video games to social media, making the training experience significantly more engaging and impactful than a traditional classroom-based, instructor-led, PowerPoint-based training.

Gen Y can also benefit from training initiatives that help identify competency gaps. Simulation-based training is a great first step in opening learners’ eyes to the fact that their skill levels may not necessarily match their knowledge bases. After many individuals’ first encounters with this form of training, they are often surprised by how much they don’t know. Having memorized their textbooks does not necessarily mean they are capable of applying their education in high-pressure environments and high-consequence situations.

I often work with recent nursing and therapy graduates who have extensive classroom experience, but don’t yet possess the hands-on skills needed to effectively and safely interact with patients. Simulation-based training gives students the ability to gain a better understanding of their surroundings and improve their skills in a risk-free environment.

How else is simulation-based training different from more traditional methods?

Chance: Simulation-based training creates safe practice environments, where mistakes are learning opportunities rather than potential disasters. A common mantra in health care is “see one, do one, teach one,” implying that once you have seen a doctor or a nurse perform a procedure and performed one yourself, you are qualified to teach the next batch of learners. It’s a clever and memorable saying. Simulation training can help improve on this knowledge transfer process by creating additional opportunities to “see and do” critical skills.

Can Gen Y participate in simulation training on the go?

Chance: Many simulation solutions are mobile friendly. Gen Y is an on-demand information generation, and the fact that simulation-based training can be made available on multiple platforms makes it possible for them to access information and training programs how they want to, when they want to, and in a form that best fits their learning style.

For the most part, Gen Yers prefer consuming information in small bites. The nature of simulation-based training allows learners to segment the training curricula into manageable pieces, so they don’t have to drink from the proverbial fire hose.

Many of today’s health care simulation-based training courses still involve a classroom of learners reviewing training materials or standing around a mannequin. Simulation-based training which leverages games and avatars provides equivalent (if not significantly better) experiential learning that can be completed in an environment where the learner feels most comfortable, and at his or her preferred pace.

Of course, we don’t except to see team environments completely replaced with on-demand, virtual and mobile solutions. At Raytheon Professional Services, we would like to see is a better blend of learning that incorporates new tools that help to better reach this generation of learners. We’re not seeking to replace training mannequins; rather, we want to see training programs incorporate multiple tools in situations where each learning tool proves to be most effective. For example, inserting an IV or assisting with a birth are difficult procedures to practice on an iPad, but pre-work completed via interactive game could increase the efficiency and effectiveness of in-classroom training. A good blend of training solutions will help balance cost, convenience and effectiveness of training programs.

So Gen Y’s happy, but what about older workers? How can learning leaders make sure all generations are engaged in simulation training?

Chance: Older workers could experience a steeper learning curve dependent upon their knowledge and comfort level with technology. However, when it comes to adopting new training initiatives such as simulation-based training, I believe they will embrace it upon seeing how effective it can be.

What’s the future of simulation training?

Chance: The future of any technology depends on how the price of the technology compresses, and the same is true for simulation-based training.

At Raytheon Professional Services, we believe that in the future, simulation-based training programs will be a combination of more traditional learning methods and advanced gaming technologies.

We recently started working with a prominent teaching hospital that discovered medication errors were a leading cause of death and complications among its patients. Initially, we wondered if this was a knowledge issue – did doctors and nurses not understand how and when to deliver medications? Were administration issues at the root of the problem? Upon further inspection, we came to a very different conclusion. The nurses understood what they were supposed to do, but other factors got in the way of effectively completing the task at hand. Mistakes were made in scenarios where a visitor was asking questions, a doctor was yelling down the hall, an alert was sounding somewhere in the room, etc. The majority of these errors were performed by Gen Y/new nursing grads. We developed a simulation-based training game that walks players through the medication administration process, complete with distractions every five to 10 minutes, simulating a realistic environment. We then tested knowledge retention. The program is in beta right now and we’re already seeing some positive results.

Our goal is to leverage our knowledge base as learning experts to identify the root cause of glitches and complications and determine how we can use technology to overcome those obstacles in the most efficient and effective way possible. Moving forward, simulation-based training will be an increasingly important tool in the training industry’s arsenal as it continues to develop innovative solutions to meet training needs.

Louise Botha's curator insight, November 4, 2013 5:31 PM

Simulation refers not just to highly technological mannequins, consider high fidelity in another light-Mask ed and simulated patients can allow learners to interact in a different manner.

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The Challenges of Growth – Perspectives from Shanghai

The Challenges of Growth – Perspectives from Shanghai | Cultural Trendz |

The speed of growth is creating business challenges in China. Janine Carlson shares the top 3 challenges she saw on a recent visit and how to overcome them.


I was fortunate enough to recently spend time in Shanghai, China meeting with clients and participating in a Learning and Development conference Forum sponsored. In speaking with senior L&D, HR and business leaders from multinational corporations across a variety of industries, I was struck by the similarities in their key challenges, concerns and areas of focus.  Here are just a few observations.

Talent Shortages are Widespread

The continued pace of growth in China leaves most organisations – from hotels to pharmaceutical companies to insurance companies – struggling to find enough external local talent to fill open positions with individuals possessing the knowledge and skills to perform immediately. This has increased the pressure on HR and L&D to build development programs to close skill gaps and create talent pipelines internally—but this takes time, the right systems and discipline to build. This issue is exacerbated in many organisations because they have only limited succession planning and many key leaders are still not from inland China.

Skill Gaps Can Feel Like Chasms

As businesses focus on growth and innovation—key business drivers among many with whom we spoke—skills gaps become more pronounced. These gaps were fairly common across all industries and included strategic thinking, innovation, leadership/people management skills, coaching, change management and problem solving. There is recognition that beyond a focus on imparting specific knowledge and skills, closing the gaps will require creating climates that hold people accountable and are more creative, strategic and innovative.

The Pitfalls of the Fast Track

Because of the talent shortages, employees in China expect fast career growth and a highly accelerated career advancement curve is often necessary to retain talent. Career path systems must have different requirements to align with the local talent expectations of advancing in 15 months to a new role with a new title and more income. Additionally, individuals in leadership roles often are very young in comparison to the developed markets, often accelerating so quickly into their roles they can lack significant market experience, training and the strong management practices needed to retain employees, develop their own talent from “within,” and drive productivity, growth and innovation.

What can organisations do to start addressing these challenges?

    Ask yourself if your talent management and L&D strategies are linked to the broader business objectives? If not, working toward this alignment will ensure efforts are placed where they can address the most urgent issues.
    Map career paths and competencies – it will help you attract, retain and grow talent.
    Evaluate your leadership bench strength and align it to your business objectives. This Point of View article or our quick Leadership Assessment might help with that process.
    Remember that training is only one piece of closing knowledge and skill gaps. Focus on sustaining behaviour change for true impact.  You may want to check out our Behaviour Change Handbook for ideas and resources in this area.

How do these issues align with what your organisation is facing in China or the rest of the world? What are you doing to overcome them?

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Smart collaboration: The growth of the collaborative enterprise

Smart collaboration: The growth of the collaborative enterprise | Cultural Trendz |

We are immersed in a “new economy” in which has begun to predominate more  non-conventional work relationships, and where effective collaboration is consolidating itself as a key point. In his book Sustaining the New Economy: Work, Family, and Community in the Information Age, Martín Carnoy draws the foundation of the scene of work relationships in the “new economy” with the comment: “Work is not disappearing but rather it is suffering a profound change. The two key elements of the transformation are the flexibility of the work process and the interconnection in company networks and the individuals inside those companies.”

But let’s go a little deeper into the core concept of the “new economy”. While many academics and economists have tried to define it, it’s interesting to note David Neumark’s point of view in his article Employment Relationships in the New Economy where in place of finding a definition of the new economy, he explores its consequences and analyses what the new economy produces as “new”.

According to his point of view, what is novel are the consequences that exist in the nature of work relationships. He indicates that in the new economy, the employer/employee work relationship has changed substantially. Employees don’t stay with one company in their professional career. Instead, one of the keys to guaranteeing employment and income security for new employees is to make sure that they include different competences in order to change from one job to the next.

On the other hand,  he also indicates that corporations are also changing a one handed smaller nuclear job, that compliments with a strong punctual job that has the necessary skills in the right moment. In other works, social and economic changes from the last quarter of century have underlined the necessity of organizations in order to have more flexibility in their employment systems. The fast evolution of technology, the prices in the product markets and the financial restructuring of corporations in capital markets has drawn each time more the idea of the “flexible corporation”.

Here is where the Co-culture or collaboration culture, has a key role and where coworking plays a key role as a motor of change and an ecosystem for innovation. We can define coworking as “an innovative way of working that allows various individual professionals from distinct sectors to share the same workspace, promoting collaboration, working in a community space and multidisciplinary area, and networking.”

But in the CoWorking Spain Conference, the round table in which I had the pleasure to participate in, next to Albert Cañigüeral and Libby Garret, we explored if the model of coworking can be the key to rapid growth in the collaborative enterprise. It represents an opportunity to change the organizational model and construct the new ecosystem for corporate innovation, where the TIC and enterprise network are fostering and fomenting even more this collaboration and interaction between individuals, with the objective to fight a common good, whether it’s a project or greater knowledge.

But for co-creation of this skill they combine the two experiences: the collective and the collaborative. If for some reason human intelligence is characterized as collective, since we are social beings and we learn new knowledge from interacting with other humans. The intelligence has always been collective and oriented to productivity. However, the collaborative intelligence occupies itself with problems that individual people experience and the distinct interpretations from experts are critical for the resolution of problems. The objective is to learn a trade or increase the knowledge of all the members in the group, as shared in the article “Cerebros Unidos” (United Brains) published recently in La Vanguardia.

In short, this new environment marked by knowledge, TIC and the enterprise network, draws us new understandings and new employees and professional profiles. These “new occupations” demand a lot more mastery of certain skills: emphasis falls on social competence and collaborative methodologies. And extending more over to the impact of TIC, the collaborative enterprise is actually being born demanding a series of positions and competences like: the capacity to make decisions independently, flexibility to work in any place and at any moment with any person, and the capacity of organization. These are the basics of Smart Collaboration.

    Ignasi Alcalde (@ignasialcalde) graduated from the Universitat Oberta de Catalunya in Spain with a degree in Multimedia. He also hold a Master’s degree from UOC in Information and Knowledge of Society. He is a consultant at IA and consulting lecturer at UOC. He shares his reflections about collaborative work on his blog and his twitter feed.

Via Kenneth Mikkelsen, Ivon Prefontaine
Vilma Bonilla's insight:

I am such a proponent of cross-functional collaboration and learning by doing. You will gain better results by fostering teamwork, trust, and allowing employees to learn from each other.

#OrganizationalLearning #Training

Ivon Prefontaine's curator insight, October 8, 2013 7:10 PM

Are we immersed in a new economy? Or is it an evolution of capitalism?

Andrea Rossi's curator insight, October 11, 2013 4:48 AM

"The two key elements of the transformation are the flexibility of the work process and the interconnection in company networks and the individuals inside those companies"

Stephen Dale's curator insight, October 11, 2013 11:21 AM

From the article:

The collaborative enterprise is actually being born demanding a series of positions and competences like: the capacity to make decisions independently, flexibility to work in any place and at any moment with any person, and the capacity of organization. These are the basics of Smart Collaboration.

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Five learning and development (L&D) trends to follow | Peoplefluent

Five learning and development (L&D) trends to follow | Peoplefluent | Cultural Trendz |

Enterprise organizations are beefing up their learning and development (L&D) budgets to gain significant performance advantages. Here are five trends to keep your eye on—and participate in—as you make your own L&D investments in the months ahead:

1. Tailored training—Organizations will tailor the learning experience to the needs of the enterprise as well as the employee. To sustain the enterprise’s growth, employers will ensure that their L&D strategies are directly aligned with their business strategies. To sustain the growth of their top performers, employers will tailor L&D opportunities to deliver the skills employees need to excel personally in a fast-paced, competitive marketplace. In addition, employers will support more on-demand learning to deliver content that is relevant and contextual to employees’ immediate needs (allowing them to put their new skills and knowledge to use once a training session is over). To support formal learning, employers will need to create customized development plans tailored specifically to employees’ job requirements and personal career goals.

2. Social and informal learning—U.S. companies spent 39% more on social learning in 2012 than they did in 2011, according to Bersin by Deloitte. There is every reason to believe this trend will continue. Organizations that wish to drive employee engagement and performance to meet business goals are becoming increasingly effective at creating and leveraging employee networks, disseminating knowledge across functional areas and throughout the company at large, and effectively creating informal mentoring by linking internal subject matter experts to younger and less experienced employees. Social and informal learning are all about capturing knowledge and expertise from inside and outside of the organization and then sharing it among employees with maximum efficiency. Many experts believe that social and informal learning will become increasingly synonymous and, ultimately, will help to supplant blended training programs. Learning environments, where continuous education and training take place spontaneously, are the wave of the future.

3. SaaS and mobile solutions—Employers will continue to embrace cloud-based solutions and the use of mobile devices. SaaS and mobile are essential for delivering increased amounts of streaming video, digital content and other types of new media that support on-demand learning. Naturally, SaaS and mobile solutions will generate security concerns and challenge employers to manage the suitability and accuracy of the new L&D content streaming in. In addition, Gartner estimates that by 2017 more than half of all companies will require employees to supply their own smart devices to do their jobs, and by 2018 70% of mobile professionals will conduct their work on personal smart devices. Clearly, the need to secure internal data—even as it is being shared over non-protected networks—will be a top concern for L&D and the enterprise at large.

4. Ease of use—To support the rise of on-demand learning, employers and vendors alike will devote greater attention to making learning management tools and resources easier to use. After all, on-demand learning needs to be fast and relevant from employees’ perspective or they simply won’t be engaged by it. And from the employers’ perspective, ease-of-use is critical to quickly solidify user adoption and to convey the knowledge workers need to complete immediate tasks. In light of all this, an enterprise’s learning professionals will be instrumental in determining which L&D tools actually live up to expectations and support learners effectively.

5. Collaborative learning cultures—Employers will work harder to create collaborative learning cultures for one very powerful reason: organizations that have strong learning cultures outperform those that don’t. Results-driven organizations will harness the younger generation’s affinity for online tools and social learning communities. They’ll encourage employees to build strong business networks online. And they’ll create easier access to corporate data, they’ll champion tools that facilitate content and knowledge sharing, and they’ll align training offerings with the skills necessary to achieve specific business goals. All of these initiatives are hallmarks of collaborative learning cultures—and they all support business growth.

Trends don’t mean much unless you take a chance and experiment yourself inside the enterprise. Start where your various talent ecosystems are already learning from one another today: online. Emulate the continuously collaborative informal learning behaviors that continue to proliferate personal and professional networks, which today are really one in the same. This will help with adoption when you start to implement these activities in your organization today.

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Vilma Bonilla's insight:

"Enterprise organizations are beefing up their learning and development budgets to gain significant performance advantages. Keep an eye on these five trends."

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