Technology based learning – does it work (e-learning)?

Using Technology based platforms to support learning – does it work? 

Increasingly the use of technology to support or in some cases to deliver learning is on the increase.

While reading a post on one of the forums this morning I came across a debate about the willingness for “trainers” to adopt technology to support or deliver learning.

The author of the piece (Martin Addison from VideoArts) cited the following:

Trainers don’t have the stomach for more preparation

Here, the allegation is that trainers have, over time, developed programmes that have been proven as effective and, with some tweaking, they can re-use these time after time – and adding technology to the mix would mean they’d have to start over. I think it is grossly unfair to suggest that trainers are not adopting technology because it would involve too much work. The vast majority of trainers work hard to fully prepare their programmes and to tailor their provision to the needs of their audience, so this accusation doesn’t hold water. It’s ‘survival of the fittest’ out there and there’s simply no room in the market for trainers who are unprofessional or ineffective.

Trainers have had their fingers burned before

Here, the allegation is that trainers are sceptical of the merits of technological innovations because they’ve seen – or may have invested in – other promising technologies that did not live up to expectations. This is an understandable human reaction. In the last recession, for example, e-learning was heralded as a panacea that would provide the blueprint for future learning. We were told no one would ever train in a classroom again. Of course, such predictions proved false. But few trainers have completely turned their backs on e-learning as a result. Many agree that today’s e-learning courses are a vastly different proposition. In other words, e-learning has been forgiven. This time around, it’s proving a worthy addition to the training mix.

Trainers are worried about the reliability of the technology

Here, the allegation is that trainers don’t want to be vulnerable to perceived threats such as an unstable internet connection or a crashing computer. I fully understand that a trainer may be reluctant to test out a new approach because they feel their job is on the line and they’re not willing to take a chance on something that might not work. However today’s computers and broadband connections are a lot more dependable. Technology has also created alternative options. For example, rather than streaming video via an internet connection, you can download it direct to your laptop, negating the need for you to rely on an internet connection at all.

Replies included:

• Cost
• Reliability, time to prepare
• Perceived value

Certainly these are all valid reasons for carefully considering the vehicle to be used – but there is a bigger issue, one which the Learning and development world has skirted around for some time…. As an industry we have been drawn to the “shiny new..” thing or fad (fad surfing), or often change for change sake, but this misses the real point.

My thoughts:

There are a lot of good logical, cognitive and economic reasons that have been given. I for one love technology, but it does have a time and place.

Some years ago I attended a conference on E-learning where Professor Heinz Wolff presented, he raised some interesting points that many of us forget…

1. Humans learn by one or 2 ways – trial & error of copying – well we don’t have time in business for trial and error so…
2. While we understand HOW the human brain works more, decade by decade, it has hardly evolved in the last 40,000 years or so
3. What makes Humans different from other animals is our pose-able thumb, and the association we have when building learning – we use a mix of cognitive and ‘muscle memory’. Where is the muscle memory element in most (current) e-learning?
4. We are a social & emotional species, we remember more when a memory is emotionally ‘hooked’

Take these things into account and it is no wonder that many people struggle to learn via e-learning – as designers we can include interaction, but we often miss out on the emotional elements. There is little or nothing we can do as far as muscle memory goes, as for most systems the input mechanism is fixed (keyboard & mouse) and these moves are identical for all interactions with the technology.

Sure in groups (face to face or online) we can discuss an experience we share – and this may well include DVD or Youtube productions, this meets the social and potentially the emotional elements, but still misses out on the muscle memory or kinaesthetic factors.

The challenge therefore is to correctly blend the appropriate technologies based on the form of learning required – there is no magic single solution. Sure technology will make it easier, but along with that comes the challenge of learning professionals to adapt the technology for pragmatic solutions

Managers as trainers – a trainer 101

As times change more and more managers need to take responsibility for the design and delivery of training for their team.

Shortly the RapidBI team will be running a series on skills for managers to cover this, in the mean time here are some of the key points that should be done before running a session for another division or part of the organisation:Assumption that the following preliminaries have been completed:

• Training Needs Analysis (TNA)
• Audience Analysis
• Objectives/Outcomes
• Course Materials
• Participants contacted
• Travel arrangements made
• Very familiar with content

Preparation overview:

• Be Prepared
• Be early
• Check lists, check lists, check lists…
• Check and recheck everything

Preparation – check spelling within all communications with participants

• Letters, e-mails, web pages
• Course materials
• Training manuals
• Presentation material
• Feedback/ evaluation forms
• Name badges, plates or tags

Preparation – your contacts

• Venue coordinator (+ map?)
• Client contact
• Maintenance/security staff
• Hotel (+ map?)
• Transport

Preparation – the training environment

• Available 1 hour before/after
• Suitable size for people, materials, and equipment
• Visibility of screens, whiteboards, flip-charts
• Disability access?
• Lighting, temperature, ventilation
• Noise?

Preparation of venue – environment, layout etc

• Discussion: square, circular, U-shape
• Chairs/tables ergonomically suitable
• Sufficient space to write
• You can move around easily
• Location of external facilities
• Restrooms
• Beverages
• Public phones
• Emergency exits
• Safety and security issues

Preparation – Equipment and resources

• Cords and cables
• Projector(s), spare lamp (backup solution?)
• Computer/ network Login IDs and passwords
• Software installed and working
• Desktop icons and files on projection computer
• Extra copies and backup CD of all materials
• Screens, whiteboards, flip-charts
• Markers and eraser
• Size and style of writing
• Batteries charged
• Laptop
• Mobile Phone/ broadband dongle/ Wifi connection
• Other bits and pieces… and toys!

Preparation – You – are you ready?

• Food/drink supplies
• Water pitcher and glass
• Wheeled luggage and carry-ons
• Be aware of nervous symptoms

Preparation – practice – have you done enough

• Out loud, mirror, friends
• Timing and pace (know what can be skipped/skimmed)
• Ask to be told about habits and quirks -be prepared to be surprised!

On the day – meet and greet your learners

• Name and course title on whiteboard
• Wear name tag
• Find out about participants
• Meet and greet -use names
• First impressions DO count…

First Impressions
Dress -

• Professional, comfortable, suitable for group
• Avoid anything too tight (belts, shoes, underwear, clothes),or too loose (underwear!)
• Watch for excessive jewellery
• Clean, matching shoes
• Attitude
• Upbeat, positive

The day – the first few minutes

• Start ON TIME!
• Turn off mobile phones (yours too)
• Briefly introduce yourself and course
• Housekeeping details
• Restrooms, beverage facilities, public phones
• Breaks (synch. watches),meal arrangements
• Safety and ergonomic issues
• Rules of the room

Introductions
Establish your credibility (knowledgeable but not ‘elite’

• Individual introductions (~30 seconds)
• Who, why, what
• Maintain eye contact
• Thank them
• Preview the day
• Course outline
• Activities
• Question time

During the training – Smile -and have fun!

• Short anecdotes
• Eye contact -but don’t stare
• Use names
• Move around the room
• Check progress
• Help where needed
• Vary activities and instructional style
• Ask questions to ascertain learning
• Remember, you know more than they do about the content!
• Focus on the audience, not the visuals
• Provide a mid-afternoon snack

Delivery – your style, voice and tone:
Natural style

• Avoid being overbearing
• Speak slowly (esp. if you have an accent)
• Slow down/pause at important points
• Avoid monotones
• Speak loudly enough to be heard
• Don’t read the course materials!

Breaks
Time is money… stick to the schedule

• 10-15 min break every 60-90 minutes
• Give actual start time (Not: ‘Be back in 10 minutes’)
• First break reminder: locations of restrooms, beverage facilities, phones
• Start on time after a break (switch off mobile phones)

Dealing with your learners

• Be aware of why they may be there -and that they bring baggage!
• Difficult types (non-participants, hecklers, challengers, sleepers/drifters/dozers, monopolisers/know-it-alls, class clowns, talkers/chatterers)
• It’s OK to say “I don’t know”, don’t bluff; always follow up later

Delivery methods
Main Types:

• Lecture (avoid as much as possible)
• Exercises and Activities (60%+ of time)
• Discussion (you have facilitator role ONLY)
• Others:
• Demonstration
• Drill
• Role play
• Simulation
• Why, what, how, when, where, who
• Recap/reinforce – vital – need to do this on a regular basis
• Use graphics
• Use metaphors/analogies – real, made up and elicited from the group
• Use as many senses as possible
• Encourage self-learning (e.g. on-line help, Wiki, web 2.0 etc)

Closing the training session
Important for you and participant

• Formal (evaluation sheets)
• Informal (questions, body language)
• You can’t please everybody all the time, so don’t take criticism to heart

Allow 15 minutes for wrap-up

• Review outcomes achieved
• Invite questions (specific then general; remain behind to answer other questions)
• Give contact details
• Collect feedback sheets, name tag holders
• Thank participants for attending
• Clean up the room
• Return all borrowed items, security passes

Free discussion group for those involved in training

One of the best kept secrets in the training world is the daily digest from Training Journal.

Known as the TJ Daily Digest (once the UKHRD started by Fenman)this daily round-up of questions and answers of all things training is free again sign up here to receive it http://www.trainingjournal.com/subscriptions/discussion.php

Great for in-house training specialists to seek the opinion of like-minded colleagues, and for freelance trainers to ‘show they can’ – but beware this is not an advertising medium – so great for brand awareness but not a place for sales, but a wonderful and valuable service none the less.

For the more adventurous of you annual subscription to the Training Journal comes with access to the TJ archive – training articles going back many years from this authoritative journal.

New use of wordpress blog for management articles

For some time I have been looking at ways to include smaller articles on the RapidBI site.  Our main articles page www.rapidbi.com/articles/ works well but is not the place for small tips, thoughts and items.

My experience with WordPress has prompted me to put up a version of wordpress on my site for managing this ‘micro content’ and the blog software does this job well. you can read more at www.rapidbi.com/management/

Blogs do they work for you

Web 2.0 and all that it means… blogs, twitter, interaction etc but what does it mean?

Humans are social animals, we need to be part of a social group, a hierarchy. With the demise of the extended family, the nuclear family and more and more isolation perhaps it was inevitable that we will need to find a ‘new social group’.

It is curious that over the past 15 years membership of voluntary organisations has changed, we no longer go to the ‘clubs’ that we once did to feel part of some ‘collective’, isolation has been rife – maybe this has been the trigger of a lot of the stress in our society – that lack of connectedness?

These thoughts were sparked by an interesting piece on “why people stop blogging” and an interesting look at the 5 stages of a blogger life

Social networking sites ‘reward’ people through the use of points, stars, or other factors such as the psychology that the number of contacts you have is what make you. On others it is the number and diversity of the groups to which you belong. This clearly shows that as individuals we crave feedback, feedback that perhaps we don’t get at home or work? If it is recognition people want then why do we not give it to them? sure we ask them and often they will say “don’t make a fuss” what they are really saying (most of the time)  is YES!!! People like to be recognised and emotionally rewarded – so give them recognition that is in keeping with their needs and wants – but recognise success… often and publicly.

 

Sure in the world of social media many hide behind a nom de plume – that is fine – those that do may do so for a number of reasons

If the lack of feedback at work is a truism then we in the L&D and OD fields can contribute, through “Employee Engagement” or as I read this morning “talking to” or listening or getting involved as replacements for the jargon of engagement.. makes sense, we provide a ‘new label’ dress it up to be something special and important – but at the end of the day its about human relationships and communication. Simple really.

Looking at the stages of blogging we can predict that many will fall by the wayside – what can we learn from this in terms of using web 2.0 technologies within our business – be it for learning, knowledge management or marketing? Be in it for the long term it is not a quick fix

Mike
RapidBI

5000 days down.. what of the next

The Web is now just over 5000 days old – yes that is all.. imagine what the nest 5000 days will bring.

Kevin Kelly in this TED presentation highlights some interesting thoughts, Including the fact that the net is the largest and most reliable machine we have ever made.

The future will require more transparency, trust and openness.

Watch this intriguing video

Opportunity of threat? what do you think?

Innovation – Individual or team effort – “Collective Leadership”

Today I read an interesting blog article on Innovation which starts with:

“To generate creative business ideas, breakthrough innovators must be fiercely tested and wisely deployed (…) Truly innovative people are rare. Perhaps, 5% or 10% of the high potential managers within a company at any given time have the skills and attributes to become innovators.”Read Jeffrey Cohn, Jon Katzenbach, and Gus Vlack’s paper, “Finding and Grooming Breakthrough Innovators,” on HBR.” 

The author of the piece José de Francisco López goes on to say:

“Interestingly enough the above article also states that most companies develop leaders who are better at replicating than innovating, thus struggling to create new opportunities and to get the business ahead of the curve: “rising stars realize that to be promoted, they need to mirror incumbent leaders (…) even when stellar external talent comes in it is frequently drawn into the same anti-innovation culture that has been squelching internal talent.”The article goes on to portray an “innovator’s profile” failing to realize that innovators’ personalities and behaviours can be as diverse as the sources of innovation. In any case, it is true that most creative people wrestle with tensions when challenging the status quo. Innovating means going back and forth between working in isolation and working with others to get things done.”

Why do so many approaches to innovation and innovation in leadership focus on the skills, knowledge and behaviour of one individual. We have tried management models of hierarchy, leadership, transformational leadership etc.. now is the time for leaders to maximise their performance by team working, where that team may be 2 or 22 people. It is about harnessing strengths in the “collective”, and this means a new form of leadership – “Collective leadership” where the individual who is the leaders is not there for them-self, but for the success of the community (what ever that means).

For Collective leaders to be effective we need executive innovation to be a part of the organisations culture.

Byrd and Brown in their book “The Innovation Equation” identify eight orientations of behaviour towards innovation, in the model (The Creatrix) rather than just take a traditional approach of looking at the profile of the individual, it is the team and organizational culture that is the difference that makes the difference.

The language of innovation is also important – everyone understanding what innovation means to each individual in their role, the Creatrix model helps to provide so of that language. For example, in this models an “innovator” is a person who harnesses creativity and takes action and risk to see the outcome through. This is a rare combination. What the model also allows for is for the individual with high drive for achievement and action to work with a creative to implement the idea, thus a team approach is born. the model allows for an unlimited mix of strengths to be harnessed to deliver innovation at all leveus from executives through to customer facing people. This approach take innovation away from process and puts it in behavioural terms, terms that are tangible and can be developed in OD change programmes easily.

Executive Innovation the key to success?

Is Executive Innovation the key to success?
The world economy is changing… are we reacting fast enough?
For many executives innovation is just not happening fast enough according to recent articles and research from Boston Consulting Group’s annual study on innovation.

Many organisations know that first in order to survive and then to grow they need to innovate. In recent years the focus of innovation has been on creativity and the innovative process, but the lack of results show that this is only half the picture.

Background to executive innovation

In the 1960s and 70s Dr Richard Byrd developed some research which led to the publication of a model he originally called the C&RT or creativity and risk taking (1986). This model was adopted by the Pfeiffer publications company as a key part of a methodology they called Applied Strategic Planning. They realised that for successful strategy, risk and innovation as behaviour (rather than a process) was fundamental. In the 1990s Byrd’s daughter, Dr Jacqueline Byrd further refined and developed the C&RT and used the technology available on the web to make the Creatrix model more robust and provide the ability to delve deeper to ensure any development activity resulted in effective behaviour change.

Innovation everywhere but little progress

Many organisations have innovation departments, functions or teams and yet little progress is actually being made in terms of productivity, cost saving or market share. Certainly organisations are developing new and innovative products, but as technologies collide and merge and economies tighten, the consumer buys less. For example the markets or phones, music players, cameras and GPS systems are merging fast – where there used to be four markets increasingly there is one.

Innovation needs to be at all levels and in all elements within an organisation to be effective. In the 1990s benchmarking processes to identify the most effective way of working was everywhere, not organisations need to innovate internally to deliver best value in all that they do, not just product development. This is where entrepreneurial or executive innovation leads the way.

The fish rots from the head

Is the old saying, but innovation grows from the head. When introduces from the top as part of an organisations culture innovation can really make a difference. The key is the culture of the organisation, effective culture change starts from the CEO or COO.

Using tools like the Creatrix, executive or entrepreneurial innovation can be easily developed and nurtured, then when executives see the results they will soon want the whole organisation to behave this way too.

Innovation assessment

The Creatrix starts as a personal profile, with each individual involved in the change process undertaking a simple online inventory. The results of this single profile show the individual on the Creatrix grid, a combination of the individuals risk taking assessment and creativity assessment. In addition the individual gets an output showing the seven drivers and their respective strengths.

Collectively all the individuals involved in the team or organisation are plotted on one matrix or grid providing an overall innovation assessment.

This enables the executive team to review the current position of innovative behaviours and plan where is appropriate (there is no right or wrong profile – just more or less effective at that point in time). Then using the language of the Creatrix it is straightforward to develop a change based programme using the (now) common language to inspire and motivate appropriate change.

Dan Coughlin said

“Apply the same process you do at work by asking the following questions:

1. What does this individual or the members of this group want to achieve?

2. What is keeping them from achieving their objectives?

3. What can I provide or remove that would increase their chances of success?

4. How can I combine my answers to question three in a way that will add the most value to them?

5. Stop writing and move into action!

Mother Theresa was a classic example of this behaviour. She identified opportunities to add value and moved into action. We can do the same over and over again.“

Identifying opportunities and taking action are the two critical elements, simple, and yet many organisations still have barriers in place. Some of these barriers are obvious, many are invisible and should not exist… but they do

For innovation to be commonplace in our organisations we must stop looking at innovation as a process and start to look at it as a culture or set of behaviours.

Product innovation is one thing – executive innovation is quite another.

Don’t do as I say, do as I do

Did you see Channel fours “The fun Police” ?

In this programme we saw behind the scenes of a Health & Safety Consultant, an HSE inspector and a local authority safety officer.

The Health & Safety Consultant was looking around a glazing manufacturer, looking at the operations and running a short session on Manual Handling skills for the workforce. He was talking about correct assessment and posture – all good stuff BUT he was bending and twisting badly. Not exactly leading by example. He was wearing a dapper suit when the people in the factory were wearing work-wear, this did nothing for his credibility (see Intelligent Dressing).   As for his presentation and training skills – well lets not go there – flip-charts that could not be read, a poor voice tone and no rapport with the workers. This individual was obviously passionate about safety – but could not relate to people – a real shame.

Interestingly the show highlighted the IOSH sponsorship of the annual conker competition as a way of showing that H&S can and do support fun, I thought this move was a wonderful piece of PR, but i don’t remember much of this in the press.. a shame

In the local authority office there was papers and folders strewn all over, carpets lifting and poorly attempts at sticking down the flooring with black and yellow tape… mmm me thinks they should look at home first. then you have one local authority banning a glue from the ‘nail boutiques’ because it is banned in the US, but there is now such ban here. If only they would stick with the established legislation they would hold more credibility with the UK bosses. Let the law courts put in bans if required on danger grounds.

H&S is about risk assessments as much as stopping.

Conclusions – if we are talking H&S we must walk the talk, remember that the law generally says risk assess, not ban – and all that is ‘policy’ is not always the HSEs doing!

UK training sector crash?

With budgets being squeezed it is not surprising that training is taking a hit like many other business services. Traditionally external spend on training has been cut early on but internal training resources allowed to continue to develop.

Today I received an advert from Gower – a well respected provider of books and paper based resources on management, HR and training. Usually the sort of spent that is so small – £20-£100 per item, that this is barely impacted, but what i saw today shocked me. Most prices on a list of over 100 products. Most were discounted at least 50% many up to 75% – this is unheard of from this provider. It is cheaper to buy from the publisher than Amazon!

If low cost items are being reduced by 50% what is that going to mean for the freelance and provider market?

Is the training market now a commodity market? does this mean that as a profession we have failed to educate managers the value of having educated and competent people?

Many will argue that to survive any downturn firms need to focus on investing in sales and training – not cutting them. It about more than just survival – it is about being in a position to raise from the fire like the phoenix after the slowdown, if we don’t then our organisations risk not being there – or worse, in the rapid growing world of innovation and web 2.0 there will be new, leaner competitors waiting to pick off the sales.

SWOT analysis

SWOT Analysis

Is a planning tool used to understand the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business. It involves specifying the objective of the business or project and identifying the internal and external factors that are supportive or unfavourable to achieving that objective. SWOT is often used as part of a strategic planning process.

SWOT is an acronym for Strengths, Weaknesses, Opportunities, Threats.

There are several ways of graphically representing the this on an analysis matrix or grid. Several versions are shown on this page – use the one which is best suited to your application and preferred style.

While at first glance this looks like a simple model and easy to apply, I can say from experience, that to do a SWOT analysis that is both effective and meaningful, requires time and a significant resource. This cannot be done effectively by just one person. It requires a team effort.  The methodology has the advantage of being used as a ‘quick and dirty’ tool or a comprehensive management too, and that one can lead to the other. This flexibility is one of the factors that has contributed to its success.

The term “SWOT ANALYSIS” is in itself an interesting term. Many believe the SWOT is not an analysis, but a summary of a set of previous analyses – even if those were not more than 15 minutes of mini-brainstorming with yourself in front of your computer. The analysis or more correctly interpretation comes after the S W O T summary has been produced.

Read more

Training, learning and Twitter

Are you involved in training or learning and development?

Do you use Twitter? If so I would love to read about how you are using it, post links to any sites or blogs that demonstrate this and I will activate..

What is web 2.0? how is it different

While doing some research I came across this excellent video which neatly shows the transition from text to web 2.0
You will need to keep your wits about you, not only is this about web 2.0 it has been written for the MTV generation… its fast!

Explanation of the web 2.0 concept by Michael Wesch

Training – commodity or professional service

We are all used to the web based comparison sites for consumer goods, and for the pitch/ tender sites for software and other professional services, but when a site starts a comparison site for training (potentially a strategic advantage for a company) is this right?

Today personnel today launched a comparison site for training, post your needs and it will be posted to suppliers to quote. Nothing wrong with this per say – BUT it sort of misses the point that training is not a commodity, it can never be.

Just before the millennium IT training was turned into a commodity and look at the state of the sector, poor quality, low rates, attracting average or poor performers. In the last couple of years the IITT have been struggling to to raise standards, The Training Foundation that started in IT training have since left that part of the business world behind. Things had to change and they are….BUT it seems that the rest of the training world is about to face the same challenge.

Training works not because of the skills and knowledge imparted, but the culture and attitudes imparted. this can never meet business expectations if the work goes to the lowest bidder. Look what is happening with “Train to gain” very low rates, providers cannot attract enough trainers and assessors and are starting to take short cuts. they cannot increase rates as they have won contracts based on price. this is a very slippery slope.

Cost based procurement work for ‘open’ or ‘public’ courses where there is competition in the market – but for bespoke training… please do not kid yourself. bespoke course development takes time and expertise, and this must be paid for somewhere, or you will have trainers charging £200 a day delivering a course they bought for $49 off the net – do you really want that? will it make your business more effective or up-skill your people?
Better to do no training than waste your money on this!

Not what… why

When situations are difficult it is easy to remain task focused (what), but does this help us maintain a future resistant approach?

Schein in “organizational Culture and leadership”  says “what happens in organizations is fairly easy to observe, but in the effort to understand why such things happen, culture as a concept comes into its own”

If leadership is the key to the future success of our organisation then culture is the lock. In a world where we are very short term-ist (just look at the financial markets) we think that we understand the ‘what’ i.e. what needs to be done, but this will again only have a short term impact. The UK gov has seen this first hand with the bailout of the finance sector. We need to “get under the surface” and understand why and change the behaviours.

This is the important of the longer term and longer vision.

In this article there is a challenge to the paralysis by analysis that can catch people who are unaware:

ASK WHAT, NOT WHY

Reckoning with your mind in order to free up your capacity for wisdom is the ongoing battle of life. For some, the battle is constant; others are not as affected. Regardless of which category you fall into, this chapter will give you the first tool for accessing the wisdom that can change your life. It’s a tool you use every day: the ordinary, common question.

One of the most common questions we ask is “Why?” “Why” is the language of seeking to understand. When we were young children, we used this question to figure out how the world works: “Why is the sky blue?,” “Why did Sparky run away?” As we get older, we still use “why” to bring our circumstances into alignment with our ability to understand our world.

Unfortunately, “why” eventually loses its power to move us forward; instead, we get “stuck” by obsessing over questions like “Why did that happen?,” “Why am I this way?,” and “Why aren’t I better-thinner-smarter?” 

 Without Why we would not progress, we would not innovate, we would not learn – copy by rote yes.. learn.. no. Anyone that has had children know very well those years where almost every question was “why” – why is a wonderful learning based question – it gets knocked out of most children by the age of 7 – a shame.

In Organisational Development the why is not just an important tools – it is the ONLY real tool. Without understanding why making any change is dangerous. In her book “the innovation equation” Byrd outlines eight orientations of innovative behaviour, one of those is the “modifier” who makes incremental changes without understanding the culture or context. this can be a dangerous activity if unchecked.

WE need to ensure that before we undertake any organisational development activity that we understand the “why”… the culture… or context in which the decision needs to be made.

many managers and leaders can be successful in one organisation but not in another  this is all down to the extent to which they can change the culture or context to match their strengths.

Over the years i have worked with many business owners and entrepreneurs that wanted to change the culture of their business, but did not realise that they were the culture – when the culture was changed (at their request) from the bottom up, often they were very uncomfortable and did not adjust – one of three things happen – they revert to the old culture or they leave or the company goes bust.

We all need to ask Why a Little more often and learn to understand the culture before proposing changes – at any level in organisations.