Slideset from a 3.5 hour workshop on BRAINMODEpower: The NeuroScience of You facilitated by Sharon Wingron, CPLP, Your PEOPLE Development Partner of Wings of Success LLC.
This document discusses lean innovation and knowledge-based development. It begins with several quotes highlighting how innovation has changed over time. It then discusses the challenges institutions face in accommodating truly revolutionary changes. The rest of the document discusses lean thinking and knowledge management as it relates to technology development. It emphasizes the importance of respecting people, continuous improvement, and skilled individuals.
The document discusses executive coaching and an organization coaching approach. It describes executive coaching as helping clients improve professional performance and organizational effectiveness through behavioral shifts brought about via deeper analysis of dynamics, individuals, and interactions. The organizational coaching approach is described as holistic, sustainable, integrated, and blended, focusing on discovery, diagnosis, implementation of change, and institutionalizing change. The engagement process involves kickoff, diagnosis, agreement, implementation, development of actions for change, and handover.
MEHRAT INTERPERSONAL AND SELF DEVELOPMENT PROGRAMS 2012Tareq Hady
This document provides information about a training program offered by MEHRAT. It discusses a holistic needs analysis process involving exploring current situations, defining performance gaps, and identifying optimal learning approaches. It then outlines MEHRAT's comprehensive blended learning model incorporating classroom work, exercises, e-learning and more to ensure learning transfer. The document encourages contacting MEHRAT for a consultation to design the best training solutions for performance improvement.
This document describes a study analyzing student satisfaction in programming education based on the Jigsaw cooperative learning method. The study developed programming activities and applied them to students in teams over three days. Activities included icebreakers, workshops, team projects, and reflections. Students' participation, project satisfaction, and completion were evaluated. Results showed high levels of student engagement and satisfaction with their team experiences in the programming activities.
The document outlines an education model for 2022 that focuses on skills like problem solving, creativity, social skills, and leadership through experiential learning, group collaboration, and assessing students' thinking and interest levels rather than solely using exams; it proposes using online platforms, virtual learning, and aggregating student data to support continuous improvement.
The document describes an education model for 2022 that focuses on skills like emotional intelligence, innovation, creativity, leadership, and social skills. It emphasizes experiential learning, problem solving, flexibility, and using online platforms and learning communities. Assessment would measure student learning data and be based on team evaluations, self-assessments, and addressing real-world problems in a virtual environment. This model aims to develop thinking, collaboration, and identify strengths through virtual learning experiences.
This document discusses lean innovation and knowledge-based development. It begins with several quotes highlighting how innovation has changed over time. It then discusses the challenges institutions face in accommodating truly revolutionary changes. The rest of the document discusses lean thinking and knowledge management as it relates to technology development. It emphasizes the importance of respecting people, continuous improvement, and skilled individuals.
The document discusses executive coaching and an organization coaching approach. It describes executive coaching as helping clients improve professional performance and organizational effectiveness through behavioral shifts brought about via deeper analysis of dynamics, individuals, and interactions. The organizational coaching approach is described as holistic, sustainable, integrated, and blended, focusing on discovery, diagnosis, implementation of change, and institutionalizing change. The engagement process involves kickoff, diagnosis, agreement, implementation, development of actions for change, and handover.
MEHRAT INTERPERSONAL AND SELF DEVELOPMENT PROGRAMS 2012Tareq Hady
This document provides information about a training program offered by MEHRAT. It discusses a holistic needs analysis process involving exploring current situations, defining performance gaps, and identifying optimal learning approaches. It then outlines MEHRAT's comprehensive blended learning model incorporating classroom work, exercises, e-learning and more to ensure learning transfer. The document encourages contacting MEHRAT for a consultation to design the best training solutions for performance improvement.
This document describes a study analyzing student satisfaction in programming education based on the Jigsaw cooperative learning method. The study developed programming activities and applied them to students in teams over three days. Activities included icebreakers, workshops, team projects, and reflections. Students' participation, project satisfaction, and completion were evaluated. Results showed high levels of student engagement and satisfaction with their team experiences in the programming activities.
The document outlines an education model for 2022 that focuses on skills like problem solving, creativity, social skills, and leadership through experiential learning, group collaboration, and assessing students' thinking and interest levels rather than solely using exams; it proposes using online platforms, virtual learning, and aggregating student data to support continuous improvement.
The document describes an education model for 2022 that focuses on skills like emotional intelligence, innovation, creativity, leadership, and social skills. It emphasizes experiential learning, problem solving, flexibility, and using online platforms and learning communities. Assessment would measure student learning data and be based on team evaluations, self-assessments, and addressing real-world problems in a virtual environment. This model aims to develop thinking, collaboration, and identify strengths through virtual learning experiences.
12 1012 m3 bpp manchester km 1 ver 0102ma-design.com
The document discusses key concepts in knowledge management (KM), including definitions of KM, types of knowledge (tacit vs explicit), and KM processes. It provides an overview of the SECI model of knowledge conversion and discusses how one company, ARES, approaches KM by integrating it into their business processes. The document also references perspectives on KM from thought leaders in the field and includes a list of references for further reading.
Our way of “Mentoring” desires to affect higher rates of stability and satisfaction in a changing business landscape that calls the mentee into new collaborative relationships and new systems of delivery.
Mentoring is an effort to integrate the formation dimensions of Spiritual development, Business development, Intellectual development, and Human development as the mentee moves into a new phase of his/her life.
Ellen West - Making a space for creativity in university business classes: vo...Inger Kristine Pitts
This document summarizes Ellen West's presentation on making space for creativity in business school classes. It discusses how she incorporates creative assignments and activities in her organizational change and creativity/innovation courses at Portland State University. Examples include having students interpret organizational transitions through art, music, films and poetry. Student feedback indicates they respond positively to these creative opportunities and are willing to take more risks. West reflects on lessons learned from these experiences and plans to further measure the impact and develop creativity-focused courses.
BLUG Session 2013: Social Business: Technology? No, it’s all about Psychology!Roland Driesen
IBM Connections 4 and IBM Notes 9 has just been released, offers even better equipment than version 3 did and has good reviews, a very positive vibe an appealing look and feel. But how to implement and use this great technology? Or being cynical: why even bother? This session is about rephrasing your thoughts on IBM Collaboration and/or Social Business. Based on the concept of “Start with WHY” we will show you the real benefits to leverage the technology adoption lifecycle across your organization. With our four stages model of user adoption we will give you practical advice on HOW to support this process including the Getting Things Done method with IBM Collaboration. The WHAT of IBM Collaboration will be presented by co-presenters during the day.
This document summarizes the experiences of a globally distributed application development team in transforming their recruiting process using Agile principles. Their secret weapon was prototyping each phase of the recruiting process (attract, filter, integrate, select) through sprints. This delivered flexible and attractive processes to help them build great teams. They learned that it is important to build a recruiting brand to attract exceptional talent and invest time in enabling that brand. The document ends by soliciting others' ideas on how to approach each phase of the recruiting process.
Creativity and generating business ideas, 8th august 2010 by rajiv tandonthenetworkcampus
Ideation and generating business ideas involves coming up with new ideas through various logical and intuitive methods. The document discusses innovation as implementing ideas to create change. It outlines sources of new ideas such as users, improvements, trends, and technology. Both logical and intuitive ideation methods are presented, including brainstorming, role playing, analogies, and different worlds. The key is to generate many ideas initially without criticism before selecting the most promising "key ideas" to evaluate and potentially implement.
This is a presentation on the role of knowledge management in clusters' success. This presentation was hold by Tibor Gyulay, executive manager of POZITEAM, on a workshop organized at INNOSKART, one of the Hungarian innovation clusters.
This document provides information about an emotional intelligence certification course offered by Six Seconds. The 5-day course teaches participants about developing emotional intelligence using the Six Seconds model of Know Yourself, Choose Yourself, and Give Yourself. Participants learn tools and exercises to increase their own EQ and apply it in their work and personal lives. Completing the course, additional coaching, and a practicum project allows participants to become Six Seconds Certified Associates and use Six Seconds materials in their work.
The document announces an NLP Coach Practitioner training program in Armenia presented by the EUTYUN Center of Psychological Technologies and the International Coach & Trainers Association (ICTA). The training will be led by Jack Makani, an international expert in NLP and founder of several coaching and NLP institutes. The 3-day program will teach participants how to use NLP techniques to help clients achieve goals, understand themselves more deeply, and resolve conflicts. After completing the training, participants will be able to coach clients more effectively and gain skills in communication, problem solving, and personal development.
Intended Outcomes:
- Identify the strengths and weaknesses in leading the PALSI sessions
- Identify possible solutions to the challenges faced
- Explain how ePortfolios can help manage & present one's learning, development and accomplishments
Activities:
- Self reflection on the PALSI sessions & performance using the SWOT analysis & a simple survey
- Discussion on problems faced and possible solutions through small group discussion, i.e. think-pair-share
- Lecture on basic concepts of ePortfolios
- Demonstration of a portfolio using a celebrity as a sample
Job hunting process style 1 powerpoint presentation templatesSlideTeam.net
The document outlines the 7 steps of a job hunting process: 1) identify skills and abilities, 2) specify a career objective, 3) research opportunities, 4) produce application materials, 5) conduct informational interviews, 6) manage job interviews, and 7) negotiate salary and terms of employment.
Dec 12&13, 2012 Drucker hi-performance leadership workshop,hotel Orchid,M...Resha Shukla
As you know whether you are a manager, leader or want to become one improving on and learning new leadership skills will benefit you for years to come. Every organization with managers can benefit from leadership development programs. By maximizing the effectiveness of your leadership pool, your entire workforce reaps benefits. While morale is a big part of this equation, a lot of the benefits are easier to demonstrate tangibly, and impact the organizations bottom line.
The document discusses various frameworks and models for technology management and innovation including:
1) Four mental models of innovation including business as usual, continuous innovation as the bottom line, 80/20 rule, and letting go of managers.
2) Linear and market-driven models of innovation processes from research to development, production, and marketing.
3) The lean startup model emphasizing validated learning through building, measuring, and learning from customers to preserve successful products or pivot unsuccessful ones.
NLP - Make the right connections and learn what worksguestb6000b
The document provides an agenda for a training on natural language processing (NLP). It will cover an introduction to NLP, including its four pillars of rapport, outcome orientation, sensory acuity, and behavioral flexibility. It will explain what NLP is and why it is useful. The training will be informal and give participants hands-on experience with NLP techniques to change thoughts, behaviors, and beliefs. The overall learning outcome is for participants to get a foundational understanding of NLP and how it can be applied in business, education, health, and therapy.
I am a Senior Developer, so now what? Ionel Condor
The document discusses challenges senior developers may face and provides potential solutions. It notes senior developers sometimes fail technical interviews by being unable to code algorithms, present alternatives, or identify requirements. It then suggests senior developers focus on self-reflection through personality assessments, SWOT analyses, and setting goals and strategies. The document provides advice on overcoming issues like lack of creativity, saying yes too often, and not knowing how to lead others. It emphasizes the importance of lifelong learning and questioning.
The document discusses definitions of critical and creative thinking. It defines thinking as the ability to form concepts, reconstruct experiences, and organize information to make decisions and solve problems. Critical thinking involves evaluating ideas and information, while creative thinking involves generating new ideas and being innovative. The document also discusses the importance of developing critical and creative thinking skills to solve problems, make decisions, consider different perspectives, and generate new ideas and solutions.
Wikinomics - Winning With The Enterprise 2.0 - with transcriptMike Qaissaunee
Don Tapscott presented on the concept of the Enterprise 2.0 and how mass collaboration is changing business. Some key points:
1) Enterprises are shifting from closed hierarchical structures to open, networked structures that are more flexible and dynamic.
2) A $7 million research project investigated this transition to the "Enterprise 2.0" and found companies moving toward more open innovation and knowledge sharing.
3) Four main drivers of change are the emergence of Web 2.0 technologies, the rise of the net generation, the social revolution with online collaboration, and the economic benefits of more open and networked enterprises.
Brain Mode Power For Professional Development For Tim NurreTimothy Nurre
- Tim Nurre's primary sensory mode for taking in information is Auditory, followed by Visual. His preferred learning environment involves quiet surroundings, background music, and the ability to record ideas.
- His primary thinking mode is Global. He prefers to see the big picture and possibilities within a systemic view. Flexible schedules and a variety of tasks appeal to him.
- The report provides information on Tim's strengths and weaknesses for each sensory and thinking mode, along with tips on how to leverage his preferences and suggestions for an optimal learning and working environment.
Endava Career Days Iasi Jan 2012 - Talent ManagementEndava
Helene Speight discusses talent management at Endava. She outlines Endava's internal career path which includes three development levels: CARE, GROW, and SHARE. Each level focuses on different skills and objectives to help employees grow. Endava also offers various technical and soft skills training programs. The presentation discusses other talent management initiatives like global mobility, Endava University, high performance culture through performance reviews, and maintaining employee engagement.
Applying neuroscience in web design part i by marcus marrittZabisco Digital
This document discusses applying neuroscience principles to web design. It begins by explaining neuroscience and the study of the human nervous system. It then discusses how people don't always make rational decisions due to having hundreds of decisions to make daily. The document uses the redesign of the Gap logo as a case study, explaining how neurological testing found the new logo violated six best practices. It emphasizes the importance of considering how a design may impact the subconscious mind and whether it builds upon existing brand attributes.
12 1012 m3 bpp manchester km 1 ver 0102ma-design.com
This document discusses key concepts in knowledge management (KM), including definitions of knowledge, data, information, and the KM processes of capturing, sharing, and applying knowledge. It explores tacit and explicit knowledge and the SECI model of knowledge conversion. Some of the main challenges and goals of KM are reliable technology infrastructure, connecting people to share knowledge, simplifying knowledge sharing and coding processes, and developing unconscious competence through learning. The ultimate aim of KM is to support business objectives and drive continuous learning and innovation within an organization.
12 1012 m3 bpp manchester km 1 ver 0102ma-design.com
The document discusses key concepts in knowledge management (KM), including definitions of KM, types of knowledge (tacit vs explicit), and KM processes. It provides an overview of the SECI model of knowledge conversion and discusses how one company, ARES, approaches KM by integrating it into their business processes. The document also references perspectives on KM from thought leaders in the field and includes a list of references for further reading.
Our way of “Mentoring” desires to affect higher rates of stability and satisfaction in a changing business landscape that calls the mentee into new collaborative relationships and new systems of delivery.
Mentoring is an effort to integrate the formation dimensions of Spiritual development, Business development, Intellectual development, and Human development as the mentee moves into a new phase of his/her life.
Ellen West - Making a space for creativity in university business classes: vo...Inger Kristine Pitts
This document summarizes Ellen West's presentation on making space for creativity in business school classes. It discusses how she incorporates creative assignments and activities in her organizational change and creativity/innovation courses at Portland State University. Examples include having students interpret organizational transitions through art, music, films and poetry. Student feedback indicates they respond positively to these creative opportunities and are willing to take more risks. West reflects on lessons learned from these experiences and plans to further measure the impact and develop creativity-focused courses.
BLUG Session 2013: Social Business: Technology? No, it’s all about Psychology!Roland Driesen
IBM Connections 4 and IBM Notes 9 has just been released, offers even better equipment than version 3 did and has good reviews, a very positive vibe an appealing look and feel. But how to implement and use this great technology? Or being cynical: why even bother? This session is about rephrasing your thoughts on IBM Collaboration and/or Social Business. Based on the concept of “Start with WHY” we will show you the real benefits to leverage the technology adoption lifecycle across your organization. With our four stages model of user adoption we will give you practical advice on HOW to support this process including the Getting Things Done method with IBM Collaboration. The WHAT of IBM Collaboration will be presented by co-presenters during the day.
This document summarizes the experiences of a globally distributed application development team in transforming their recruiting process using Agile principles. Their secret weapon was prototyping each phase of the recruiting process (attract, filter, integrate, select) through sprints. This delivered flexible and attractive processes to help them build great teams. They learned that it is important to build a recruiting brand to attract exceptional talent and invest time in enabling that brand. The document ends by soliciting others' ideas on how to approach each phase of the recruiting process.
Creativity and generating business ideas, 8th august 2010 by rajiv tandonthenetworkcampus
Ideation and generating business ideas involves coming up with new ideas through various logical and intuitive methods. The document discusses innovation as implementing ideas to create change. It outlines sources of new ideas such as users, improvements, trends, and technology. Both logical and intuitive ideation methods are presented, including brainstorming, role playing, analogies, and different worlds. The key is to generate many ideas initially without criticism before selecting the most promising "key ideas" to evaluate and potentially implement.
This is a presentation on the role of knowledge management in clusters' success. This presentation was hold by Tibor Gyulay, executive manager of POZITEAM, on a workshop organized at INNOSKART, one of the Hungarian innovation clusters.
This document provides information about an emotional intelligence certification course offered by Six Seconds. The 5-day course teaches participants about developing emotional intelligence using the Six Seconds model of Know Yourself, Choose Yourself, and Give Yourself. Participants learn tools and exercises to increase their own EQ and apply it in their work and personal lives. Completing the course, additional coaching, and a practicum project allows participants to become Six Seconds Certified Associates and use Six Seconds materials in their work.
The document announces an NLP Coach Practitioner training program in Armenia presented by the EUTYUN Center of Psychological Technologies and the International Coach & Trainers Association (ICTA). The training will be led by Jack Makani, an international expert in NLP and founder of several coaching and NLP institutes. The 3-day program will teach participants how to use NLP techniques to help clients achieve goals, understand themselves more deeply, and resolve conflicts. After completing the training, participants will be able to coach clients more effectively and gain skills in communication, problem solving, and personal development.
Intended Outcomes:
- Identify the strengths and weaknesses in leading the PALSI sessions
- Identify possible solutions to the challenges faced
- Explain how ePortfolios can help manage & present one's learning, development and accomplishments
Activities:
- Self reflection on the PALSI sessions & performance using the SWOT analysis & a simple survey
- Discussion on problems faced and possible solutions through small group discussion, i.e. think-pair-share
- Lecture on basic concepts of ePortfolios
- Demonstration of a portfolio using a celebrity as a sample
Job hunting process style 1 powerpoint presentation templatesSlideTeam.net
The document outlines the 7 steps of a job hunting process: 1) identify skills and abilities, 2) specify a career objective, 3) research opportunities, 4) produce application materials, 5) conduct informational interviews, 6) manage job interviews, and 7) negotiate salary and terms of employment.
Dec 12&13, 2012 Drucker hi-performance leadership workshop,hotel Orchid,M...Resha Shukla
As you know whether you are a manager, leader or want to become one improving on and learning new leadership skills will benefit you for years to come. Every organization with managers can benefit from leadership development programs. By maximizing the effectiveness of your leadership pool, your entire workforce reaps benefits. While morale is a big part of this equation, a lot of the benefits are easier to demonstrate tangibly, and impact the organizations bottom line.
The document discusses various frameworks and models for technology management and innovation including:
1) Four mental models of innovation including business as usual, continuous innovation as the bottom line, 80/20 rule, and letting go of managers.
2) Linear and market-driven models of innovation processes from research to development, production, and marketing.
3) The lean startup model emphasizing validated learning through building, measuring, and learning from customers to preserve successful products or pivot unsuccessful ones.
NLP - Make the right connections and learn what worksguestb6000b
The document provides an agenda for a training on natural language processing (NLP). It will cover an introduction to NLP, including its four pillars of rapport, outcome orientation, sensory acuity, and behavioral flexibility. It will explain what NLP is and why it is useful. The training will be informal and give participants hands-on experience with NLP techniques to change thoughts, behaviors, and beliefs. The overall learning outcome is for participants to get a foundational understanding of NLP and how it can be applied in business, education, health, and therapy.
I am a Senior Developer, so now what? Ionel Condor
The document discusses challenges senior developers may face and provides potential solutions. It notes senior developers sometimes fail technical interviews by being unable to code algorithms, present alternatives, or identify requirements. It then suggests senior developers focus on self-reflection through personality assessments, SWOT analyses, and setting goals and strategies. The document provides advice on overcoming issues like lack of creativity, saying yes too often, and not knowing how to lead others. It emphasizes the importance of lifelong learning and questioning.
The document discusses definitions of critical and creative thinking. It defines thinking as the ability to form concepts, reconstruct experiences, and organize information to make decisions and solve problems. Critical thinking involves evaluating ideas and information, while creative thinking involves generating new ideas and being innovative. The document also discusses the importance of developing critical and creative thinking skills to solve problems, make decisions, consider different perspectives, and generate new ideas and solutions.
Wikinomics - Winning With The Enterprise 2.0 - with transcriptMike Qaissaunee
Don Tapscott presented on the concept of the Enterprise 2.0 and how mass collaboration is changing business. Some key points:
1) Enterprises are shifting from closed hierarchical structures to open, networked structures that are more flexible and dynamic.
2) A $7 million research project investigated this transition to the "Enterprise 2.0" and found companies moving toward more open innovation and knowledge sharing.
3) Four main drivers of change are the emergence of Web 2.0 technologies, the rise of the net generation, the social revolution with online collaboration, and the economic benefits of more open and networked enterprises.
Brain Mode Power For Professional Development For Tim NurreTimothy Nurre
- Tim Nurre's primary sensory mode for taking in information is Auditory, followed by Visual. His preferred learning environment involves quiet surroundings, background music, and the ability to record ideas.
- His primary thinking mode is Global. He prefers to see the big picture and possibilities within a systemic view. Flexible schedules and a variety of tasks appeal to him.
- The report provides information on Tim's strengths and weaknesses for each sensory and thinking mode, along with tips on how to leverage his preferences and suggestions for an optimal learning and working environment.
Endava Career Days Iasi Jan 2012 - Talent ManagementEndava
Helene Speight discusses talent management at Endava. She outlines Endava's internal career path which includes three development levels: CARE, GROW, and SHARE. Each level focuses on different skills and objectives to help employees grow. Endava also offers various technical and soft skills training programs. The presentation discusses other talent management initiatives like global mobility, Endava University, high performance culture through performance reviews, and maintaining employee engagement.
Applying neuroscience in web design part i by marcus marrittZabisco Digital
This document discusses applying neuroscience principles to web design. It begins by explaining neuroscience and the study of the human nervous system. It then discusses how people don't always make rational decisions due to having hundreds of decisions to make daily. The document uses the redesign of the Gap logo as a case study, explaining how neurological testing found the new logo violated six best practices. It emphasizes the importance of considering how a design may impact the subconscious mind and whether it builds upon existing brand attributes.
12 1012 m3 bpp manchester km 1 ver 0102ma-design.com
This document discusses key concepts in knowledge management (KM), including definitions of knowledge, data, information, and the KM processes of capturing, sharing, and applying knowledge. It explores tacit and explicit knowledge and the SECI model of knowledge conversion. Some of the main challenges and goals of KM are reliable technology infrastructure, connecting people to share knowledge, simplifying knowledge sharing and coding processes, and developing unconscious competence through learning. The ultimate aim of KM is to support business objectives and drive continuous learning and innovation within an organization.
The document discusses Lpcube, a company that provides the Lpcube GreatWork workplace transformation solution. This integrated platform is designed to empower workforces through content, collaboration, innovation, talent development, learning, activity management, and performance management. It aims to transform how employees think, learn and perform in order to improve organizational excellence and operational efficiency. The platform brings knowledge to employees at the right time, helps harness collective intelligence, empowers career development and learning, and systematically manages work to deliver excellence.
The document proposes a workplace learning hub to (1) accelerate skills development, (2) link practice and research, and (3) share best practices. It would (1) build a skills community, (2) systematically connect practice and research, and (3) collect research and practices. The hub's business model would involve knowledge mapping, collecting local research, and establishing communities of practice. It outlines challenges, opportunities for collaboration between academia, development institutions, and the workplace, and next steps to develop the business model in more detail.
BP uses a knowledge management framework to capture and share knowledge across the organization. The framework focuses on learning before, during, and after activities or projects using tools like after action reviews and retrospects. It also emphasizes connecting people to find solutions to business issues and making captured knowledge easily accessible. BP assesses knowledge management performance at each business unit and facilitates sharing of best practices. The goal is to continuously improve operations and meet expectations of excellence by effectively managing knowledge.
EA Effectiveness: It’s not about how much you know but how you use it Mike Walker
The document provides an overview of soft skills and emotional intelligence for enterprise architects. It discusses how architects traditionally focus more on technical IQ over EQ, and the impacts of that. It encourages shifting to a mindset of starting with understanding why before considering how or what. The document provides tips for architects' communication journeys, including learning from other professions, body language, accountability, and having a sense of humor. Resources for further developing soft skills and EQ are also listed.
Creating A Learning Environment For The Modern-Mobile WorkerSafari
Mobile learning is becoming increasingly important as the modern workforce becomes more mobile. There are several benefits to mobile learning such as integrating learning into work, meeting learner needs in a timely manner, and giving learners control over their learning. However, there are also barriers like costs, lack of standard devices, and digital literacy challenges. Organizations must leverage mobile learning to solve talent challenges and rethink their learning approaches. They should identify areas like short videos, reference materials, and collaboration that are good fits for mobile.
This document discusses personalised learning through coaching. It introduces the Personalised Coaching for Learning (PLC) module, which aims to raise student self-awareness and enable students to explore personal preferences, practice deep reflection, and identify career goals in order to design a personalized curriculum. The document provides examples of coaching techniques like listening, questioning, observing, and establishing rapport. It also outlines the PLC module process, which involves induction, formative appraisal, personal visioning, and designing a learning path through negotiation.
This document appears to be promoting a keynote speaking offer from Thinque, a strategic foresight and creativity consulting firm. The summary is:
1. Thinque is offering a keynote speaking engagement at a conference in Australia or New Zealand in 2009/10, excluding travel and accommodation costs, valued at $6000 plus GST.
2. Contact information is provided for Thinque, located in Surry Hills, NSW, for inquiries about speaking, training, or coaching.
3. The document seems aimed at marketing Thinque's services in strategic foresight, creativity, and business thinking strategies.
Joseph Wong is a behavioral transformation coach, professional speaker, and experiential trainer. He has trained over 1,000 professionals in domains like sales psychology, communications, and strategic team building. His training focuses on connecting people through positive influence and persuasion to create positive relationships at work and sales through experiential learning. He has coached business teams to success on the international stage.
People are always TALKING about the problems of losing knowledge, but doing little about mitigating it. This presentation to the Australian HR Institute highlights what CAN be DONE to make opportunities from this problem. It highlights organisations that are successfully transferring knowledge to stimulate a more productive future.
This document discusses five essential layers needed to build a better business: culture, communication, strategy, methodology, and system. It emphasizes that culture is determined by how the organization communicates and the level of understanding within the group. It also stresses that actions have consequences, so strategy is important. Additionally, it notes that different learning styles require a variety of techniques or methodology. Finally, it states that without dependable systems, other objectives can fall apart. The document is promoting the services of Glenn Capelli to help organizations improve in these five areas.
Owais Moeen is a banker, trainer, blogger, and social activist based in Pakistan. He has over 10 years of experience in the banking sector and conducts both soft skill and technical courses. Some of the soft skill courses he teaches include positive attitude, personal branding, customer service excellence, and employee motivation. He is passionate about training and uses engaging techniques like visuals and experiential learning. In his free time, Owais enjoys activities like reading, photography, and socializing.
The document discusses how authentic, emotionally intelligent leadership can lead to improved employee engagement, reduced chaos, increased customer loyalty, and higher revenue and profits. It emphasizes that developing new habits and greater self-awareness are essential to achieving better long-term results, as an individual's unconscious beliefs can pull them back to prior levels of performance without a change in mindset. The journey to mastery requires moving outside one's comfort zone.
1) ATYAASAA is an HR training and consulting organization established in 1999 in Pune, India with a mission to create synergistic organizations and empowered professionals through quality people and processes.
2) They provide business excellence interventions, HR process consulting, and soft skills workshops to increase client effectiveness through transformation.
3) Their services include needs analysis, diagnostic surveys, customized process design, and setting up HR management processes for clients.
A brief set of case studies on a wide range of topics showing MindTime's effectiveness and flexibility. MindTime is a new cognitive model with far reaching implications for human understanding.
You manage your research. You want to manage a business. How about managing your career?
Dr. Teresa Snelgrove of ProFitHR and Dr. Frederick Sweeney of VG Partners talk about career management theory and practice: what inputs are needed for critical career decisions and their execution. Join us for some very practical advice on how to manage your own success.
Part of the CIBC Presents Entrepreneurship 101 lecture series: http://www.marsdd.com/ent101
1. BRAIN MODE® power
Connecting the Power Within to Highest and Best Performance
Cognitive Thinking Modes
Highly Integrated
Presented by:
Sequential Global
Sensory Modes
Sharon Wingron, CPLP
- Visual
- Kinesthetic
Sensory
Inputs
Your PEOPLE Development Partner!
- Auditory
Wings of Success LLC
Productivity
Highest
and Best
Performance
Excellence www.developPEOPLE.com
Performance
Learning Communication
9 Fs
FINISHED FILES ARE FINISHED FILES ARE
THE RESULT OF YEARS THE RESULT OF YEARS
OF SCIENTIFIC STUDY OF SCIENTIFIC STUDY
COMBINED WITH THE COMBINED WITH THE
EXPERIENCE OF MANY EXPERIENCE OF MANY
YEARS OF WORKING YEARS OF WORKING
FOCUSED FOLKS FOCUSED FOLKS
1
2. Today’s Purpose Today’s Agenda
The Century of the Brain
• Self Awareness of Learning & Thinking
Principles
Styles
NLP & Accelerated Learning
• Introduce Tools for Professional Success Sensory Modes
Thinking Modes
• Consider Organizational Applications Your BRAINMODE®power Assessment
Scores and Statistics
Professional Development Application Tools &
Activities
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
The Century of the BRAIN BRAIN MODE Influences
• Work smarter, not harder • How you prefer to:
– Learn
• Out-think, out-learn, out-create – Think
– Work • What you:
• Leveraging brain power #1 success factor – Communicate – Enjoy doing
“Knowing your strengths in how you learn and think and – Pay attention to
acting on this knowledge, is the key to performance.” – Remember
Peter Drucker – Select as careers
Management Challenges for the 21st Century
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
2
3. Principles NLP and Accelerated Learning
Neuro-Linguistic Accelerated Learning
• Everyone's BRAIN MODE power is unique Programming (NLP) • People are smarter and
• Modes are learning and thinking styles • Neuro – sensory inputs more capable than they
create thought think
• Mode preferences are diverse
patterns/experience • Limiting beliefs limit our
• Preferences can be measured reliably • Linguistic – language performance and quality
• No style combination is better than another imprints to provide of life
experience • Remove barriers to
• The power comes from leveraging strengths • Programming – steps to quicken and expand
• All modes can be strengthened create desired outcome learning
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
??? Activity
• How do you approach learning? • Pick a partner
– New project at work • Choose Person A and Person B
• Person A – explain to Person B how to get to
– Topic you are studying in school
your house from work
– New technology/equipment to use – 3 minutes
• Person B – explain to Person A how to get to the
airport from work
– 3 minutes
• Discuss how your learning and thinking styles
came in to play in this discussion
– 4 minutes
3
4. Did you … Sensory Modes
• Draw a picture? • Take in information • Visual (V)
• Use your hands to “assist” the communication • Express yourself – See and Show
process?
• Give exact mileage? • Mode Sequence • Auditory (A)
• Describe landmarks such as stores, restaurants, – Primary – Hear and Tell
or other visual indicators? – Secondary • Kinesthetic (K)
• Talked out loud to your “friend”? – Tertiary – Do and Demonstrate
• Saw the drive in your mind?
• Started with an overview of the drive (e.g., “it will
take about 15 minutes… or I live in Clayton…)?
• Gave step-by-step, detailed instructions?
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Visual Auditory
See information Hear information
Draw, doodle, take notes Listen
People watch Discuss, debate
Color Ask questions
Organization Think about meaning
Visualize of words
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
4
5. Kinesthetic Thinking Mode Functions
Left Hemisphere - Right Hemisphere -
Move Sequential Global
Hands-on
• Language • Imagination
Demonstrate • Possibilities & options
• Math & numbers
Dress for comfort • Forms & patterns
• Logic & analysis • Visual & spatial
Direct experience • Sequence & order • Rhythm & music
• Words of a song
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Sequential Global
Organized Big picture
Logical Possibilities & options
Accurate Visionary
Data Broad goals
Analysis Multi-tasks
Single tasks
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved. Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
5
6. BRAIN MODE® power
Integrated Connecting the Power Within to Highest and Best Performance
Cognitive Thinking Modes
Highly Integrated
Sequential Global
Combination
Sensory Modes
Sequential - Visual Sensory
- Kinesthetic Inputs
Global
- Auditory
Productivity
Highest Performance
and Best Excellence
Performance
Learning Communication
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
BRAINMODE®power Assessment
BRAINMODE®power
• Based on scientific research
The only assessment system that:
• 3 on-line products in English & Spanish
• Quantifies & tracks learning and thinking patterns
1. Professional Development – Foundational
2. Team Development • Delivers customized tools for productivity,
learning, communications and problem solving
3. Sales Success
• Provides the management tools to develop
• Focus on individual, team and organizational:
learning and thinking as an organizational
• Productivity competence
• Learning
• Communication
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
6
7. BRAINMODE®power Since you took the online
for Professional Development
Report Sections assessment…
• How have you experienced your
1. Part I – Your Profile Summary BRAINMODE®power at work?
2. Part II – Your Profile Interpretation • What have you noticed?
– What have you observed?
3. Part III – Your Application Tools
– What have you felt?
– What have you heard?
• What questions do you have?
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Sensory Modes
Sequences and Scores
Highest Score – Primary Mode BRAIN MODE power Sensory Mode Data
Preferred way to first take in information
What you prefer to pay most attention to
AKV
VAK AVK
4% 3% KVA
7%
Next Highest Score – Back-Up Mode KAV
Helps sort, organize and integrate information VKA
KVA
Motivates us to action VKA
VAK
51% AVK
27%
KAV AKV
Lowest Score – Creative Mode 8%
What you pay least attention to
Unconscious/sub-conscious mode
Creative breakthroughs K = Kinesthetic; V = Visual; A = Auditory
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved. Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
7
8. Thinking Mode Scores
BRAIN MODE power Thinking Mode Data
Most people have a combination of
Sequential and Global scores G
G Global
S Highly Global
16% HG
High Scores = High Preferences 25% HG
HI Highly Integrated
6%
HS Highly Sequential
Close Scores = Integrated Thinking HI I Integrated
IS 11% IG Integrated, leaning G
HS
21% IG I Integrated, leaning S
6% IS
14% 1%
S Sequential
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved. Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
BRAINMODE®power Application Tools
1. Leveraging Thinking Mode power
Application Tool Strategies
Productivity
2. Creating Effective Environments • Take responsibility and control of your success
3. Improving Communication • Starts with self-awareness of your strongest
BRAIN MODE
BRAINMODE®power traits and assets
4. Accelerating Learning power
Cornerstones • Start now with where you are
5. Accessing Creativity
• Leverage your strongest modes
Communication Learning
• Grow and expand modes to grow
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
8
9. Application 1 Productivity Principles
Use BRAINMODE®power worksheet • Work and learning environments affect performance
– Review strategies from categories • Remove distractions that block performance
representing your strongest modes
• Create environments that align with what you have to do
• Divide into groups by your Primary Sensory Activities Thinking Activities
Thinking Mode
Visual – observing Global – multi-task, creative, ideas, strategic
• Pick “Thinking partner” with different Auditory – listening Sequential – single task, data, accuracy, logic
Primary Thinking mode Kinesthetic – hands-on
– Discuss how to work together in future
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Productivity Enhancers Distractions
Sensory Environments Thinking Environments Sensory Modes Thinking Modes
• Auditory • Sequential
– Quiet – Formal
• Auditory: random sound, • Sequential: informal settings,
interruptions lack of order & logic, multi-
– Interruption free – Bright light tasking, low light, too warm
– Cooler temperature • Visual: unattractive
• Visual – Quiet environment, clutter • Global: formal settings, lack of
– Attractive – Snacks/drinks at breaks options & possibilities, single
– Organized • Kinesthetic: cramped space, tasking, bright light, too cold
• Global physical discomfort
• Integrated: not able to see “big
• Kinesthetic – Informal
picture” and how pieces fit
– Touch and move – Dim light together, lack of environmental
– Physical comfort – Warm temperature options
– Background sound
– Snacks/drinks while working
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
9
10. Application 2: Environment Individual Communication
Principles
Review the Environment section of your
• Each person has their own communication style
Application Tools
• Consider a specific activity you would like • Rapport and understanding increases when people receive
to improve your productivity in information on their preferred wavelength or modes
• “Design” the ideal space for this activity • Ask people to communicate with you on YOUR
– Use drawings, words … WAVELENGTH or mode preferences
– Identify a space that could fit this need
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Individual Communication Individual Communication
Needs Needs
• Auditory Needs
Sequential Needs
– Hearing instructions, direction, progress reports
• Order and logic; processes and procedures
– Prefer discussions, voice mail, Q/A
• Prefer completing one task before beginning another
• Visual Needs Global Needs
– Seeing instructions, directions, progress reports • Big picture and broad goals; possibilities and options
– Prefer visual material, e-mail, charts and graphs • Prefer multi-tasking and multi-level analysis
• Kinesthetic Needs Integrated Needs
– Doing, demonstrations, touch, movement • Variety and choices
– Prefer hands-on experiences, face-to-face interactions • Want to see big picture/possibilities and sequence/logic
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
10
11. Application 3:
WE LEARN
Communication
Refer to Tool #3 – Improving Personal • 10% of what we read
Communication Effectiveness • 20% of what we hear
• Review your Sensory & Thinking mode • 30% of what we see
strategies • 50% of what we both hear & see
• Sort into Auditory – Visual – Kinesthetic • 70% of what is discussed with another
• 80% of what we personally experience
• Briefly discuss strategies that work for you
• 95% of what we TEACH to someone else.
• Large Group report-out & requests
Source: William Glasser
Application 4:
Accelerating Learning
Accelerating Learning
• Different Techniques
– Review and Memorization Strategies
– Sensory Mode Learning Tool Box
– Thinking Mode Learning Tool Box “Symphony Review”
11
12. BRAINMODE®power
Principles
Influences
• Everyone's BRAIN MODE power is unique
How you prefer to: What you:
• Modes are learning and thinking styles
Learn Enjoy doing
• Mode preferences are diverse Think Pay attention to
• Preferences can be measured reliably Work Remember
Communicate Select as careers
• No style combination is better than another
• The power comes from leveraging strengths
• All modes can be strengthened
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
BRAINMODE®power Survey Sensory Styles
Sensory Modes Thinking Modes
Learn Express
Auditory Sequential
Visual Global Auditory Hearing Talking
Kinesthetic Integrated
Sensory Mode Purpose Thinking Mode Purpose Visual Seeing Showing
Take in information Process & organize
Express information Create new possibilities
Kinesthetic Doing Demonstrating
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
12
13. Kinesthetic Visual
Move See information
Hands-on Draw, doodle, take notes
Demonstrate People watch
Dress for comfort Color
Direct experience Organization
Visualize
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Auditory Sensory Mode Needs
Kinesthetic Learners Need:
• Doing, demonstration, touch, movement
• Hands-on experiences, face-to-face interactions
Hear information • Physical comfort and movement
• Slower vocal speed
Listen
Visual Learners Need:
Discuss, debate • Seeing instruction, directions, reports
• Visual material, e-mail, charts & graphs
• Attractive and organized environments
Ask questions • Medium to high vocal speed
Think about meaning Auditory Learners Need:
• Hearing instructions, directions, reports
of words • Discussions, voice mail, lectures, questions/answers
• Quiet, interruption free environments
• Even tempo vocal speed
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
13
14. Thinking Mode Functions Sequential
Left Hemisphere Right Hemisphere
(Sequential) (Global) Organized
Logical
• Language • Imagination
• Math & numbers • Possibilities & options Accurate
• Logic & analysis • Forms & patterns Data
• Sequence & order • Visual & spatial Analysis
• Words of a song • Rhythm & music
Single tasks
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Global Integrated
Big picture Combination
Possibilities & options Sequential
Visionary Global
Broad goals
Multi-tasks
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
14
15. Thinking Mode Needs Thinking Style
Environments
Sequential Thinkers Need: Global Thinkers Need:
• Sequential Tasks • Global Tasks
– Quiet – Background sound
• Order and logic • Big picture and broad
goals – Formal furniture – Informal furniture
• Processes and
procedures • Possibilities and – Cool temperature – Warm temperature
options
• Schedules and – Bright light – Dim, adequate light
timetables • General concepts and
impressions – Intake during breaks – Intake while working
• Data and statistics
• Open ended projects
• Completing one task
before beginning another • Multi-tasking
• Formal environments • Informal environment
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Application 4b –
Accelerating Learning
Refer to Tool #4 – Accelerating Learning
• Select something challenging you need to
learn or want to learn. Write it down.
• Think about and write down the WIIFM.
• Select strategies from multiple categories
representing your strongest modes.
15
16. Accessing Creativity Accessing Creativity
• Whole brain receives up to 10,000 bits of information/second Auditory Visual Kinesthetic
• Conscious brain remembers and processes 40 bits/second Environment: Quiet Organized Comfortable
Interruption Free Attractive Move and Touch
• 9,960 bits/second goes into unconscious/sub-conscious
Turn-Off: Visual: Close eyes Auditory: Silence Auditory: Silence
• What you pay least attention to is your Creative Mode or or or
Kinesthetic: Be still Kinesthetic: Be still Visual: Close eyes
• Use your Creative Mode to access stored information in your
unconscious
Activities: Talk aloud to self Draw, doodle Physical activities
Discussions Visual material Walking, traveling
Listening Photographs Sports, meals
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
BRAINMODE®power Application Tools
Application 5:
Accessing Creativity 1. Leveraging Thinking Mode power
Productivity
1) Lateral Body Cross-overs 2) Listen Differently 2. Creating Effective Environments
• Left hand to right knee • Eyes closed
3. Improving Communication
• Right hand to left knee • Hands silent or
doodling BRAIN MODE
4. Accelerating Learning power
(Silently or With Music) Cornerstones
5. Accessing Creativity
Communication Learning
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved. Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
16
17. BRAINMODE®power Team Profile In Closing …
• The greater the diversity, the greater the potential “In a world that is constantly changing,
• Assets of all learning & thinking styles there is no one subject that will serve
• How to communicate with team members you for the foreseeable future, let
• Tools to increase productivity alone for the rest of your life. The
most important skill to acquire now is
• How to assign tasks and projects
learning how to learn.”
....John Naisbitt
Copyright 1994 – 2008, The HADRON Group, Inc. All rights reserved.
Thank You
Sharon Wingron, CPLP
Your PEOPLE
Development Partner!
Wings of Success LLC
www.developPEOPLE.com
636.451.4925
sharon@wingsofsuccess.com
17