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Organizational Learning

By Eric Michrowski There's an old aphorism that is apocryphally attributed to Abraham Lincoln, which deals with the subject of cutting down a tree. 'Give me six hours to chop down a tree,' the saying goes, 'and I will spend the first four sharpening the axe.' Various other versions of the saying exist, changing the times involved, but all with the same central thesis: use the majority of the time allotted to prepare for the task. Lincoln – or whomever the anonymous woodcutter at the root of this statement is – has oft been credited with an insightful observation about the necessity

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By Martin Royal In Part 1 of this blog series on training transfer, I introduced various strategies that trainees can adopt to help themselves apply what they learned in training to their work. In Part 2, I presented ideas that leaders can implement to improve the transfer of learning back into the workplace. In Part 3, we will explore the Structural dimensions of our Safe Production Model and how they apply to training transfer strategies. These structural dimensions are the physical or organizational elements of your workplace that encourage this work. The structural dimensions of your organization may include actual training transfer practices,

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By Eric Johnson When our organization engages clients, one of the first steps we perform in our assessments centers around establishing a baseline regarding the safety culture climate within the organization at all levels. These questions center around elements such as “What is the overall view of safety within the organization?”; “How do employees react to injuries – both to themselves and to others?”; “How does safety messaging impact employees”. The answers to these questions often depend on both the current safety climate but also historical data. Within the conversational aspect of our assessments, we often come across a common theme

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By Eric Michrowski The research is very clear on the value of diversity in the workplace. And when leaders think of diversity, it shouldn’t be limited to only 1 or 2 dimensions. The goal should be to bring as many perspectives and viewpoints to the table. In addition to being fair and a good corporate citizen, the purpose of diversity is to stimulate better debate when decisions are being made. When the right culture is in place, this helps improve the quality of solutions. In turn, this drives improved business performance. With tomorrow’s challenges and organizations becoming more global and diverse, those

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By Maggie Carey So you’ve uncovered the root cause of a problem in your organization, and you’re ready to plan and implement change. Improving organization performance and effectiveness can be a very exciting time period, but there are also many barriers that can be quite daunting. Whether you are planning for a simple change in a small group or implementing an enterprise-wide business transformation, keeping these five steps in mind can help you to effectively manage change. 1. Motivate change. One of the most important elements to managing change is motivating those involved in and affected by the change. The two significant ingredients

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By Martin Royal Ensuring you have an effective training transfer strategy is fundamental to get the most out of your training investment. In Part 1 of this 4-part blog series on training transfer, I introduced various strategies that trainees can adopt to help themselves apply what they learned to their work. Part 2 focuses on ideas that leaders can put in place to improve transfer of learning with their teams. In our Safe Production Model, this is the dimension we refer to as Interpersonal dimensions. The Interpersonal dimension covers the aspects of the training transfer strategies that exist between individuals and focus on

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