Editor’s note: In a recent Thinking Environment workshop I was struck by an anecdote from our facilitator Meg Peppin about how starting a meeting with sharing what’s been going well completely changed the course and outcome of the meeting she was facilitating. Looking at this small piece of research, I wonder if we need to help colleagues focus more on what’s going well and noting that down.
Editor’s note: Might there be parallels between education technology and corporate learning technology? This article flags the issue of technology taking education down a bit of a rabbit hole. The issue of who owns the technology and data is becoming increasingly contentious in education. Are their parallels here with corporate learning? Do you get what you need from vendors? Or are you having to accept what they say you need?
Editor’s note: This longer read looks at the role psychologist Pippa Grange has had in the success of the England football team. There are some great take-aways here for anyone managing and/or developing teams.
Editor’s note: I’ve been enjoying how England football manager Gareth Southgate has been conducting himself during the course of the world cup. He looks to me to be displaying a lot of emotional intelligence. How do you and your team stack up on EI?
Editor’s note: LinkedIn Learning’s research of 4,000 executives – including L&D professionals, managers and employees – shows that the number one challenge for L&D is getting employees to make time for learning. As well as the challenges facing L&D, this research looks at how learning teams are delivering and evaluating learning interventions.
Editor’s note: Standing during meetings is good for you but researchers have highlighted that the social norms of meetings put pressure on people to remain seated. The answer: design more spaces where people can meet standing.
Editor’s note: A simple mechanism of writing weekly notes and sharing them up and down the organisation had a huge impact on the Apollo space programme . . .
Editor’s note: Forgive for not knowing that William Kahn proposed the idea that what mattered for employees was how they felt about work. Kahn proposed three ingredients that are key for engagement: meaningfulness in the work, psychological safety and psychological availability.
Editor’s note: Asking good questions gets you good results, whatever it is you are trying to achieve. The Socratic approach to asking questions will help get to good answers. here are some examples.
Editor’s note: Don’t ask employees to provide feedback on behaviour change and business impact (Kirkpatrick levels three and four), says Will Thalheimer. Why? Because feedback is subjective and therefore unreliable . . .
Editor’s note: If you are interested in creativity then Amy Burvall, who spoke on the topic at the Learning Technologies Summer Forum, has created a treasure chest of resources. There are some gems in here, so take your time picking through them.
Editor’s note: In this article, Cathy Moore provides some simple steps to create relevant compliance training (if training is what you need once you have understood the requirements). Moore’s main takeaway: design for applying the rules, not knowing the rules.
Editor’s note: A useful reminder of the myths that pervade learning. Each links off to supporting research.
Editor’s note: To mark Digital Leaders Week, a range of people at the Government Digital Service reflected on what makes a great digital leader. Interestingly, technological nous and your place in the hierarchy are not determining factors.
Editor’s note: This week I experienced a Thinking Environment facilitated by Meg Peppin. The concept, developed by Nancy Klein, helps people think better – arguably a skill for our time. This video describes the different elements that make up a thinking environment.