Remove Brain Remove Issue Remove Trust
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Scenarios: the good, the bad, and the preachy

Making Change

Product Boundary Issues. “Our studies have never shown any heat issues with the J-12. Let’s say the learner chooses option C above—they think Carla should tell Amit, “Our studies have never shown any heat issues with the J-12. Trust them to extrapolate. “I came in here for a microwidget.&#.

Examples 266
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Scenarios: the good, the bad, and the preachy

Making Change

Product Boundary Issues. “Our studies have never shown any heat issues with the J-12. Let’s say the learner chooses option C above—they think Carla should tell Amit, “Our studies have never shown any heat issues with the J-12. Trust them to extrapolate. “I came in here for a microwidget.&#.

Examples 266
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Coping with Change: A Book Review of Flux by April Rinne

Clark Quinn

Start with Trust. It’s very much aligned with what we know about how our brains work (a big issue with me, as this audience has probably learned ;). The underlying focus is on a flux mindset , that is, a stance that change is coming and to be accepting, not resisting. See What’s Invisible. Be All the More Human.

Change 254
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Piecing together collaboration and cooperation

Clark Quinn

At the next level, communities of practice need to continue to evolve their practices, sharing issues and working together to resolve them. The transparency provides real value in developing trust among the constituencies. I put reflection underpinning all of these, as a core practice.

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Want to Upgrade Your L&D Results? Speak to the Primal Brain

Mike Taylor

While there’s a treasure trove of marketing strategies that could enrich the L&D landscape, one stands out as the linchpin: speaking to the primal brain. (I ” The Missing Link: Speaking to the Primal Brain Enter the Dual Processing Theory , or as I prefer to call it, the art of “speaking to the primal brain.”

Brain 81
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How Do You Know People Trust You?

Training Industry

You may be the most unquestioning, benevolent leader around but people may not trust you. She said most people in her organization did not trust their peers. They felt others will do anything they can to get ahead, even betray trust. This conversation requires they trust you. So what does this mean to you as a leader?

Trust 61
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Human Learning is Not About to Change Forever

Clark Quinn

Our learning runs on our brain, our wetware. I’m all for AR and VR, but saying that it puts learning in the hands of the students is a design issue, not a technology issue. The issue is semantics: if we’re not getting meaning, it’s not really fundamental. Gene editing will give us better brains.

Change 126