Making Innovation Happen
A Global Aggregation of Leading Edge Articles on Management Innovation, Creative Leadership, Creativity and Innovation.
This is the official blog of Ralph Kerle, Chairman, the Creative Leadership Forum. The views expressed are his own and do not represent the views of the International or National Advisory Board members. Tweet ______________________________________________________________________________________
Entries in Performance (8)
No matter how well trained people are, few can sustain their best performance on their own. That’s where coaching comes in. I’ve been a surgeon for eight years. For the past couple of them, my performance in the operating room has reached a plateau. I’d like to think it’s a good thing—I’ve arrived at my professional peak. But mainly it seems as if I’ve just stopped getting better.
Training programs generate greater value for organizations when the curricula reflect key business performance metrics. Testing real-world outcomes is crucial, claim Jenny Cermak and Monica McGurk, Principals in McKinsey's Atlanta Office. This article makes the point that very few training programmes offer any metrics on the value of the training and offers some very helpful tips.
First, training was, and still is, a way to support learning. Training is not the only way to learn, and it often is not the best way. Second, the need for learning is not going away; it is increasing. Every time an individual or group encounters something new, there is an opportunity, and often a requirement, to learn. This can be a new job, a new task, a new business strategy, a new customer, a new product, a new competitor behavior, and so on. Third, we can take a systematic, performance-based approach to managing learning, not just training, in our organizations.
When I was working as a theatre producer, I was always fascinated by illusions and magic. No matter how matter times a particular trick or illusion was performed, no matter how many times it was explained either by the magician or as part of a TV special, audiences still could not believe what they were seeing. This has fascinated me because it seems whilst our eyes are seeing and registering what is occuring, our brains are not and what's more they don't want to. Why does "magic as performance" continue to fascinate and fool us. It seems neuroscience is finding some answers. What follow is an article by Natalie Anger of the New York Times and a couple of YouTube videos that explore the neuroscience, demonstrate the cognitive behaviour and the performance. From this you will see just how inattentive we are to change.