We don't like to think of ourselves as lazy. So obviously I’m talking about other people here. You know, the ones who aren't curious to learn new stuff or change what they're doing, even if it's not working out that great. In other words, most people, most of the time, and most especially the ones we are asked to make learning for every day. We can try and pump them up, we can shame, we can blame, and we may win some of them over for a little bit. But not all of them, and not for long. Fortunately, we don't need to change their behavioral state, we only need to change their actual behavior. We can choose to adapt to the learner's very predictably lazy ways. "Designing
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Doable Change episode #2 Our guest today is the inventor of the Applied Information Economics method and author of "How to Measure Anything: Finding the Value of Intangibles in Business" His career has focused on solving current issues facing today’s corporations in industries such as insurance, financial services, pharmaceutical, healthcare, utilities, energy, federal and state government, entertainment media, military logistics, and manufacturing. He's also a popular speaker at conferences all over the world and the resources on his website have helped many thousands of become better at evaluating change. I'm happy to welcome Mister Douglas Hubbard to talk about measuring change here on Doable Change. Takeaway #1 You can measure anything, including the value of the change you're working towards.
Doable Change episode #1 Today we'll be talking with someone whose bio reads like a modern fairy tale. She's worked with some of the biggest names in music and show business before they were big, and then helped them deal with the life altering impacts of that success. She's the person the Grammy Awards bring in when there's been a bomb threat, to ensure that the coast is clear. She's worked with governments in hostage negotiations to bring people to safety. And with world-renown scientists on communications between species. She works with corporations to be more effective and less destructive. She's helped thousands and thousands of people directly through physical healing work, and her psychological work with entire family systems.
Some people claim that multiple choice questions are a bad idea. But just because a tool can be misused doesn't make that tool bad. Multiple choice assessments can be very valuable if done right, and they do happen to be the standard in all forms of testing and surveying, anyway. So let's make them correctly, shall we? Here's a quick summary of my 15+ years of experience on how to do that: Have 4-5 answer options. No less, no more (and NO True/False). Link every question to a specific learning objective or behavioral outcome. Know exactly what are you measuring, and why, and how. Expect the question and answer take 20% of your design time, and writing effective distractors that
Welcome to Doable change! What is Doable Change? It's a podcast and online community for those who like the idea of making things better, but sometimes struggle actually doing it. From personal growth to organizational change to cultural/political shifts, this is where passionate people move from ideas to actions, starting today and finishing for good. Change often requires learning, and yes there's always more we can learn. But change really means DOING things differently. Just because we know what to do doesn't mean we always do it, right? Often that's because change can kick up fears & obstacles, it confronts our habits & patterns, and there's usually some form of resistance to change from the world around us. This is
When it comes to business, the more time workers spend working—the better! As those of us working in corporate training are often reminded, training temporarily takes employees away from their either profit-generating or profit-supporting jobs. Making employees more effective or less risk-prone when they return is the promise we make to offset their small absence to go attend a class. Perhaps you’ve had the pleasure of “discussing” this opportunity with a Sales Supervisor who manages employees that happen to be enrolled for mandatory training near, say, the end of the quarter (i.e. their highest volume period at the end of their quota)? Yeah, that’s always fun. Negotiation ensues. How much training do they really need to take? What’s the minimum they can do for now to