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Home   Membership   Chapters   Education   Resource Center   Certification May. 22, 2012
 
 
 

Are your employees drivers of process innovation — or victims of it?
Harvard Business Review    Share    Share on FacebookTwitterShare on LinkedinE-mail article
To stay competitive, organizations continually need to find opportunities for innovation in key processes such as customer service and product development, and adoption of a new process almost always requires the implementation of new information technology. In his 1990 classic HBR article "Re-Engineering Work: Don't Automate, Obliterate," Michael Hammer argued that IT must drive radical process innovation. Unfortunately, this creates two problems. More



5 ways process is killing your productivity
Fast Company    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Processes are supposed to help organizations scale up, improve efficiency for new hires and existing employees and so on — but they can get out of control quickly. In a study of U.S. and European companies, The Boston Consulting Group found during the past 15 years, "the amount of procedures, vertical layers, interface structures, coordination bodies and decision approvals needed ... has increased by anywhere from 50 percent to 350 percent." What's more, in the most complicated organizations, "managers spend 40 percent of their time writing reports and 30 percent to 60 percent of it in coordination meetings." No wonder people feel like they can never get any real work done. More

Green and clean: Corporations tackle climate-related risks
ThomasNet    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Companies are accustomed to managing risks such as legal liabilities, accidents, natural disasters, credit and finance risks and security threats. But what about risk arising from climate change, such as its potential effect on production and business operations, regulatory and litigation risks or reputation risks? Processes and policies around climate risk — the risk profile of a company's exposure to climate change — still are evolving, but companies are addressing climate change in ways that cross over between traditional risk management and corporate sustainability efforts. More

10 tips for a successful start to a course
Langevin Learning Services    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The first few minutes of a training course can be challenging for any trainer — especially one who is new or one who is not a content expert. Here are some suggestions to help you get through those first few minutes successfully and get your training started on the right track. More

How to develop your own mobile learning tools
Edudemic    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Mobile learning, or m-learning, refers to any learning intervention that is carried out through the use of mobile devices and wireless technology. Ever since the concept of mobile learning came into the picture, instructional designers have been coming up with innovative ideas to create effective and meaningful ways to harness the power of mobile learning. It started with focused efforts to convert existing e-learning to m-learning. Subsequently, educational technology companies now design effective and meaningful mobile learning tools by addressing various challenges associated with delivering content on mobile devices. More

How to motivate others to change
Shared Visions    Share    Share on FacebookTwitterShare on LinkedinE-mail article
A performance improvement specialist writes, "When I tell my colleagues it's time to improve our effectiveness, they get uptight about being told why they're wrong and what to fix. It seems like they're content to let standards slacken and inefficiencies run wild as long as they don't have to hear about how much better we could be doing. How can I make improvement sound 'cool' so my colleagues don't feel like I'm forcing them to change?" More

9 training alternatives to 'correct' and 'incorrect'
Mindflash    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Imagine a trainer at the front of the room responding to a participant's comment by saying nothing more than "You're right!" or "Incorrect." Imagine this happening over and over again. Even though it seems futile, this is one of the most common types of feedback we use in e-learning courses to respond to user actions and answers. In fact, many authoring tools come with these vacuous statements as their default response. If we're going after higher-order thinking and maximum learning transfer, then we're giving up a golden opportunity when we forgo real feedback and instead resort to "correct" and "incorrect." We need to find ways to close the feedback loop. More
 
 
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.
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