Implications of 'unconscious knowledge'
Dr. Guy Wallace, CPT, is an honorary lifetime member and leader of ISPI. He is a former ISPI President and chapter leader first in Chicago, now in North Carolina.
The implications of "unconscious knowledge" to the analyst of any improvement stripe are huge — and should result in some changes to the subject matter expert's specific methodologies. The bottom-line bad news is that people cannot be trusted to be accurate and complete in talking about their work performance — even though they may want to share all the pertinent details. More
Are you measuring the right things?
Process Excellence Network Share
What gets measured, gets managed — or so goes a common saying. Metrics are an important part of process improvement because they let you know how you're doing and what you could be doing better. But how do you know if you are measuring the right things? PEX Network and Forrester Research are teaming up to find out which metrics commonly drive decision-making in organizations today. Which metrics get used in the C-suite? What are the most common metrics used to capture productivity, agility, quality and the customer experience? And, perhaps most important, which metrics are making the biggest difference within process improvement? More
Required learning for training managers: Business 101
Learning professionals need a host of skills in order to be successful. One that often gets overlooked is business acumen. If trainers don't truly understand how a business works, what it expects out of its training department or what it ultimately wants its employees to be able to do, they simply can't be effective. More
Perspectives on continuous improvement in corporate sustainability
Environmental Leader Share
How can corporations achieve success when it comes to sustainability? Carol Cala, vice president of Energy Environment Safety & Health at Lockheed Martin, says it all starts with a mindset of continuous improvement, with several important principles worthy of consideration. More
Research: Tightly knit teams make fiercer competitors
Scientific American Share
Military leaders have long known that marching in unison makes for a tight-knit platoon. Past research by psychologist Scott Wiltermuth of the University of Southern California Marshall School of Business suggests this cooperation emerges when the group members' emotions are aligned. Now he finds such synchrony also can encourage aggression, according to a study published in January in the "Journal of Experimental Social Psychology." A more tightly knit team, it seems, is a fiercer foe. More
5 tips for managing projects in a small business
PM Hut Share
When it comes to project management, small businesses are often at a disadvantage. You usually don't have a large staff to assist you (and often you may be flying solo). You may not have the latest software or hardware that allows you to automate processes easily. And, because you probably don't have tens of thousands of customers, you have a smaller margin for error if a project goes awry with one of your precious few customers. More
The future of work in a mobile world
Mark Fidelman recently spent two months visiting Fortune 500 companies. What he learned — that social and mobile transformations are changing the game of business and revolutionizing the workplace — was energizing and alarming at the same time, he reports. "Never has business been handed so much opportunity and so much risk. In this new workplace model, born of the social and mobile age, what are the best ways to meet the workplace challenges of the future?" More