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Posts Tagged ‘work context’

Managing Change or Leading Change: Does It Matter?

July 28, 2016 Leave a comment

At first glance Change Management (CM) and Change Leadership (CL) may be considered interchangeable and simply more jargon used to confuse a familiar concept. Stay with me on this post as there is a significant difference when the end-game is the desire to create full adoption and sustained capability of any Change initiative.  Read more…

Embedded Performer Support – A New Discipline

March 13, 2013 10 comments

We were eating lunch on a Wednesday when the elevator music was disrupted with an urgent announcement, “This is a code yellow alert! – Repeat – This is a code yellow alert!” My colleagues and I snatched for the laminated cards that hung around our necks and determined that a “code yellow” meant there was a hazardous materials spill in the building and we were to evacuate immediately. We did. No one was injured. We had the perfect EPS application available to us at the right time. Read more…

Change the Conversation – Extend the Blend

February 14, 2013 17 comments

I hate using the word “paradigm” but I honestly cannot think of anything better, so I will plow ahead and use it anyway. This so called paradigm I reference in this post represents a concept I’ve sold…we’ve sold…everybody in the Training business has sold for years – the concept that Training drives performance. Our challenge now is that business stakeholders, and even our own in-house leadership bought it, and expectations are firmly in place for results that match what we sold. Training, as the performance driving silver bullet is misfiring, and we really need to reset expectations and change the conversation. This post offers one approach to accomplish the change. Read more…

Bloomfire’s Interview on T&D’s Role in Performance Improvement

September 5, 2012 Leave a comment

This is an interview by Bloomfire I participated in almost two years ago that just resurfaced on their blog. I think the relevance is timely and worth sharing again for those who missed it. The basis for this dialog centers around how the T&D role is being stressed to meet the new learning demands of business and some thoughts on what to do about it. Read more…

Designing a Learning & Performance Portal

August 27, 2012 13 comments

I love walking trails in the woods; some are favorites, while others may be new and different. Whenever walking down a new path many things appear that are familiar, remembered and experienced from other paths taken. When new things are discovered, they often can pull me from the path to seek a closer look and a deeper discovery. Being pulled from the path may not be planned, but there is no doubt that diversions such as these will occur. Such a journey, with similar detours from known to unknown, can be anticipated when designing a learning & performance [L&P] portal. So lace up those boots, and let’s go for a little walk. Read more…

An Evolving Ground Zero for Training Solutions

August 23, 2012 8 comments

One of the most intelligent individuals, Albert Einstein, once defined insanity as, “Doing the same thing over and over again and expecting different results.”  Are we guilty of doing this when we turn to training as the means to boost workforce capability? In reality, training does contribute to this competitive necessity, but the contribution is shrinking when held up against sustained human performance and workforce agility in the workplace. Let’s face it, the rules of engagement for effectively driving performance in our businesses have shifted to a large field of play; classroom and/or training on-line are only the first of many steps toward workforce competency. If we do not integrate new business strategies to ensure competency in the workplace – @ the point of work, why would we ever anticipate different results? Read more…

Mapping the Work Context for Performance Support

August 19, 2012 9 comments

With all the recent press performance support is getting…make that positive press…I’m noticing that we could easily slip into a best practice of admiring the problem of what to do about it. To be a bit less sarcastic, I must clarify that admiration of the problem is NOT a best practice, but it often seems like we manage to do it best. Read more…

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