Category: Efficiency, Improvement & Learning
How teams and individuals get better over time. Reflection, learning, retrospectives, process improvement and the difference between being busy and being effective.
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Information Doesn’t Change Behaviour. Here’s What Does.
Training usually fails not because it was delivered badly, but because information on its own does not change behaviour. Knowing is not half the battle. Behaviour and belief change is hard, and seldom happens without discomfort and moments of realisation. Introduction Here is a pattern you will recognise. Your team spends a […]
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Evidence Based Management: Making Better Decisions at Work
Evidence based management means making important decisions using the best available evidence from four sources: your own professional expertise, organisational data, the scientific literature, and the concerns of the people affected. Introduction Most management decisions are made with evidence of some kind. Someone has a view, someone else has a dashboard, and […]
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What is a Colleague Journey?
The colleague journey is a framework for mapping the entire arc of an individual’s relationship with an organisation, from initial attraction through recruitment, onboarding, development, retention, exit, and beyond into the alumni stage. Every organisation already has a colleague journey. The question is whether anyone knows what it is… There is a […]
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The Four Stages of Competence: From Unconscious Incompetence to Mastery
The Conscious Competence Model describes four stages that people move through when learning a new skill: unconscious incompetence (you do not know what you do not know), conscious incompetence (you become painfully aware of the gap), conscious competence (you can do it, but it requires deliberate effort), and unconscious competence (the skill […]
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Dual Process Theory: A Simple Summary
Dual process theory loosely says that humans have two types of thinking. Type 1 is unconscious, quick, makes use of shortcuts, is a bit sloppy but is relied upon most of the time. Type 2 is intentional, calculated and often more accurate, but it takes effort and is slow. Dual Process Theory […]
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The Choluteca Bridge Incident: Lessons on acceptance and change
The Choluteca Bridge is a nearly indestructible bridge commissioned by the Honduran government to cross the Choluteca river. In the year it was completed, Hurricane Mitch flooded the area and the river forged a new course, leaving a bridge over nothing, heading nowhere. The Choluteca Bridge Honduras experiences a lot of significant […]
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Appreciative Enquiry: Learning by Focusing on the Positive
Appreciative Inquiry (AI) is an organisational change / organisational development approach that involves focusing on things that are going well and what good already looks like. It’s considered to be more inspiring and potentially more effective than focusing on problems. Appreciative Inquiry Appreciative Inquiry (AI) has been around since the late 1980’s […]
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Maximizing Vs. Satisficing – What is good enough?
Is it better to spend the time and effort to maximize the outcome of a situation? Or is it better to spend less time and simply sufficently satisfy your objectives? Maximizing Vs Satisfycing To maximize or satisfice, that is the question. Or at least it is one that people face on a […]
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De Bono’s Six Thinking Hats – A Structured Group Thinking Tool
De Bono’s six thinking hats each represent a different way of thinking or approaching a problem. The hats are a metaphor that makes it easier for people to adopt different perspectives on their own or in teams when understanding and solving problems. De Bono’s Six Thinking Hats Edward De Bono introduced the […]
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Situation Rooms – A Contextual Approach to Learning
A “Situation Room”, from a learning and development perspective, is a simulated situation or context that participants in workshops or development programmes can use to think through and explore new ideas, priorities and ways of working to further grow and develop. Situation Rooms From a training and development perspective, a “situation room” […]
