The full audio is available here - http://goo.gl/xDS5YI
New: Download my new special report written with Janice Russell: The 8 Fatal Assumptions that Time Advisers Make. http://bit.ly/1auwnJe
At the American Society of Training and Development International Conference and Exposition in Dallas I gave a presentation that used time management as a case study for a new generation of behavior change training. Instead of trying to force-feed learners with long lists of new behaviors, instead, I focused on developing their capacity to get better - not just once, but over and over again for as long as they choose to improve over the course of their careers.
It's the same thinking that underlines the work we have done to develop our MyTimeDesign and NewHabits programs, which are all about empowering the learner to develop their capacity. That allows the trainer to engage the learner more deeply, and to challenge them to develop a skill that they never even thought they possessed.
It also underlines the journey that Bill takes in my book "Bill's Im-Perfect Time Management Adventure." He also flounders when he tries to follow a rigid prescription and is forced to find his own way to improve his skills and that of others - all in the face of the threat of losing his job.
Find out more about the book at http://perfect.mytimedesign.com
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4. Behaviors are Making a Comeback
• Pic of man with a stopwatch being measured
Figure Out the “Behavior”
NCSU Libraries, Special Collections Research Center
19. What Produces a Behavior Change?
Pre-Work
26%
Learning
Event
24%
Follow-Up
50%
www.maketrainingstick.com
20. Select a Behavior
Choose a partner, and share with
them a single behaviour that
you’d like to stop or start either in
yourself or in a target group /
client.
35. Key Result – “peace of mind”
• Assume an end-goal for all learners
• But allow learners to set their own end-goals
• Use this goal as the ultimate test for any
suggested upgrade
45. Multiple Custom-Design Supports 3
Reminders
Triggers
Gamification
The Boss
Schedules
Social
Pressure
Coaching
Mentoring
Checklists
Diaries
Money at
Risk
Fallbacks
46. Training: Knowledge vs. Practice
What’s the
information you
are trying to give
me?
How can I gain
some valuable
practice in a
weak skill?
Socce
r
Theor
y
47. The New Time Management Training
From
To
“Follow these instructions (…or else)”
“Learn and practice how to plan an
effective upgrade while building the
supports required to succeed.”
48. Exercise – what’s possible?
Assess your current skill
Effect an upgrade (w/ a plan)
Improve your capacity to
upgrade (w/ supports)
1
2
3
55. “I want you to put
together a productivity
program that works.”
“Here’s a list of specific
behaviors that we’ll be
teaching people how to
improve for themselves.
They’ll be shown how to
upgrade each
behavior, plus build their
own support system.
We’ll be tracking their
improvements.”
56. Stop #Failing
Stop:
Trying to be a Know-It-All
Start:
Gaining unique insight
Helping learners build good
implementation plans based
on self-diagnosis
Going Meta
#m200
57. To Receive My Game Links
HRMATT’s 9th Biennial Conference – May
13th & 14th, 2013 57
Minnie Mouse minnie@disney.com
John Smith-Ramlogan john@tstt.net
Enter our free
book draw: Drop
your business card
Add your name/email
59. Your feedback counts
Your Feedback Counts!
Your feedback helps ASTD continue to provide
top-notch educational programs that help you stay
on top of a changing profession.
Evaluation forms for this session are available
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M200 - How to Stop Failing at Behavior
Change Training: The Case of Time
Management – Francis Wade
Notas do Editor
FW – Framework ConsukltingHQ’d in Hollywood Florida. How many are trainers/ Trainers of Trainers? Managers of trainers?In the middle of designing a behaviour change training? In Time Management?Why is behaviour change training so difficult? Why our learners fail so often/ We fail? What can we steal from the latest research do to empower learners to greater success?
Activity: How many of you have been on the receiving end of a request like this?TEASER – At the end I’ll show you an effective answer to this question
A focus on behaviors has gotten a bad nameStarting with Frederick Taylor, they have become synonymous with mechanical thinkingIt’s become over-simplified into thinking that all you need to do is figure out the right actions that people need to take, and just tell them what to do.
Figure out the bahavior and tell em what to doThis is what we do when under pressure for time/costsI’ll be focusing on the work you need to do before the first learner shows up – cost of taking an ineffective approachActivity: What behavior changes are you trying to implement?Think for a moment – where are you falling into the trap of “Figure out and tell”
A confusing situation that confounds learners attempts to improve, and our attempts to teachThese tough knots need to be undone so that learning can proceedA tough field to be inEveryone doing their own thingUneven practicesTime management doesn’t existNo measurements or assessments availableOne size fits all solutionsInstant implementation / magicLittle habit researchLearners already know this – or they can find it out within just a few minutesActivity – Where is the behavior you are trying to change confounded?
Five years ago I could conduct training and get 100% of a learner’s attentionHow do you engage the smarter, Google-enabled learner?They believe that training is about information
Activity: Stop here – what are some behavior changes you are trying to implement?Take responsesPair- share with your partner
Time cannot be managedManage means “control”It can only be observed as it passes byThis confuses many – it obscures the real problem and points in a direction that we cannot follow
Time demands Stop bothering us when they become part of a plan –Zeigarnick effectThis distinction is introduced at the very beginning – in part to settle the minds of those who know that time management doesn’t exist.It has to be defined by anyone doing time management training, otherwise all you talk about is “stuff” and you end up leaving out the learner’s part in creating time demands in the first placeIt’s intended to get the heads nodding – and even the know-it-alls become a little interested
The definition of behaviors is confusing- (Research - who else uses this definition)
If I can’t see you do it- then it’s not a behaviorWe have had to adopt a new , higher standard in order to be supremely clearWe can only work with behaviors that pass 2 testsTeachable behaviors-coachable behaviors- that prevent people from fooling themselves
When the behaviors are unclear, it causes argumentsbetween managers and their direct reports, coaches and coachees.It also causes confusion in the minds of the learners.“Was that behavior in play or not?”
Also – the learner’s anxiety increases – they sense that you want them to march in stepAnd they’ll start refusingA good time to tell them that they’ll be choosing behaviors from a long menu – you’ll be showing them how to make the best choice for themself
I started y working with myself. I used to teach time management training, but when I moved to Jamaica I found that my productivity fell. I knew that I had doneupgrades in the past that had worked, and now I needed another one. I was used to following precise prescriptions, but this time I couldn’t even find the right doctor. I was forced to go back to the beginning.
These are all about owning your expertise about behavior change (not the particular subject area)
Useandragogy vs. pedagogyDon’t treat the learner as a beginnerRespect their experienceBuild on it – use it as a starting pointTruthful – in time management it IS the TRUTHThey put together a system in their teens/early twentiesThey can find out anything – any fact about any behaviorAssume that they can Google anything and that you can’t tell them what to doThey’ll find evidence before your class ends that you are wrongThey can find out the steps faster than you can tell them – Google / social networksActivity: Stop and answer this question for your learner in this situation
Fact:You know something the learner doesn’t – exert your expertiseKnowing information isn’t even half the battle – You Googled it – so what?Understanding is the booby prize!This is MUCH harder and where you’re likely to fail isn’t in memorizing these steps as if you have to pass an examActivity: Role play – with your partner – “Knowing this information isn’t half the battle – you can find these steps without me. I know something about implementing, which is where you are likely to fail.”
The flip side – making it sounds magical
Big fail – “everyone needs to end up doing it the same way”Minor fail – “each person will do it differently” without actually providing assistance in making custom changesCaveat – there are some trainers who tell users to take what they want and what they want… but that gives them no guidance about what to choose to keep.
Narrow path – tightropeGetting all these things rightChange the target from “everyone doing what you want them to do” TO… everyone learning / growing / upgrading in a way that works best for them
Use the “can I see it?” test- coachable behaviors- testable and fool-yourself-proofGoing deeper than appearancesGaining expert insight vs. novice assumptionsSeparate essential behaviors from those that are nice to haveActivity: Where do you find Core Behaviours?
Find the best resources and list behaviorsGo to adjacent researchGo to core researchObserve your world around youAsk experts but ignore the advice that their system needs to be adopted in wholeGet to the information so that you are well ahead of your learnersActivity: Share – where do you find best-in-class behaviours?
Use the “can I see it?” test- coachable behaviors- testable and fool-yourself-proofGoing deeper than appearancesGaining expert insight vs. novice assumptionsSeparate essential behaviors from those that are nice to haveActivity: Where do you find Core Behaviours?
Activity:What is your ultimate end-goal for your learners?
Activity: In your behaviour change, is there a structure behind the problem that can make it easier to solve?
The bottom level is basic capabilityThe second level is more advancedThe third level is how to get better at upgrading – meta-cognition
Start with self evaluation
We have some of t hese online
Start with self evaluation
No-one likes to leave practice earlyBUTNo-one likes to sit in a lecture hearing stuff that is repeated in the book
The bottom level is basic capabilityThe second level is more advancedThe third level is how to get better at upgrading – meta-cognition
Steal ideas if your field is short of researchUse analogies
Stay up abreast of new developmentsYour learners are SMARTThe internet is making them smarterYou cannot give them new “information”The best you can do is show them how to apply it with greater success– turn the implementation problem into their problem
Activity: How many of you can see a way to have that conversation now? (Raise hands)