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Share the gift of ISPI and win!
International Society for Performance Improvement    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The first monthly award for ISPI's Share the Gift of Membership: Member Get a Member project will be determined on July 20. There's still time to win! Check it out here. Individuals will be entered into the drawing once for each membership recruited during the monthly drawing period. The more you recruit, the better your chances of winning! More

Business process training and certification: How to choose
BPTrends    Share    Share on FacebookTwitterShare on LinkedinE-mail article
During the past several years we have observed two trends in the BPM market: an increased interest in, and demand for, training, and the emergence of BPM certification programs. Along with this comes a good deal of confusion about how to select the training that will yield the most benefits to organizations seeking to improve their business process competencies. This overview of the business process training and certification market is intended to offer guidelines for making good choices. More

5 ways to use graphics in e-learning scenarios
The eLearning Coach    Share    Share on FacebookTwitterShare on LinkedinE-mail article
People learn through experience, and one of the best ways to transmit experience is through stories. After you've been sold on the value of stories and scenarios for learning, you need to consider the best ways to visualize these stories. How can the images draw people in and make the story more meaningful? More

Continuous improvement: the 5-year performance plateau
BigVisible Blog    Share    Share on FacebookTwitterShare on LinkedinE-mail article
In the comprehensive exploration of skill and learning, "The Cambridge Handbook of Expertise," the authors found that after five years working as a software developer, the number of years worked no longer was a good predictor of performance. This pattern has been observed in other professions and points to a concerning conclusion for continuous improvement. More

Managing 'futurephobia' and gaining control of your organization
Human Resources iQ    Share    Share on FacebookTwitterShare on LinkedinE-mail article
What is it that makes some people cringe when asked, "What are you planning to do in the future?" The reason seems to be that many people are not planning that far ahead. They say the future is too unpredictable and they are having enough trouble just figuring out what to do next — or even what to do now. More

Making innovation work
Fortune    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Dr. Judith Rodin, head of the powerful Rockefeller Foundation, talks about taking innovation out of labs and boardrooms and bringing it into the real world. More

Managing people with animal science
Industry Week    Share    Share on FacebookTwitterShare on LinkedinE-mail article
There is no denying we have learned a lot about performance management from B.F. Skinner. His experiments, and the work of those who followed him, gave us an insight into how to change behavior. We started to think of behavior as having a reason or influence, and we began to understand how certain environmental and organizational factors could either encourage (reinforce) that behavior or discourage (punish) it. This thinking has impacted everything from corporate communications and organizational design to motivational strategies such as rewards and incentives. New research has not so much refuted Skinner as it has begun to modify his findings. More

Situational ethics?
Supply Chain Management    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Something happened in major league baseball recently that begs for comment because of its relevance to the world of business, and in particular to the world of procurement and supply management. More

Process frameworks and models: Adopt first, adapt later
PEX    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Process frameworks and reference models typically are constructed by experts with deep organizational understanding or broad experience across a variety of organizations. An organization that chooses a framework and immediately begins making adaptations to fit its existing business risks losing the value inherent in the framework: the incredible organizational insight or extensive experience of the framework's authors. More

ISPI Performance Digest
Colby Horton, Vice President of Publishing, 469.420.2601
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Valerie Hunt, Senior Content Editor, 469.420.2690   
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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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