Puzzles in training

A webinar conducted by Thiagrajan on Puzzles in training , brought some interesting perspectives. He drives home the point that most people like to be self absorbed and self contained while working on puzzles. These may range from solving crossword , sudoku , series and other types. Why do people take pleasure in solving puzzles self directed ? Somewhere , people like to solve problems and get a sense of accomplishment and achievement. A positive stroke , if you like. Some like it as a memory jogger exercise. Puzzles are connection exercise to develop thinking skills , be it lateral or rational.

As a training format , the trainer has a great tool to expand and use depending on the learning need and performance relevance. Anything emotional sticks. Hence , facilitation becomes key here and care must be taken to assure learners of success. Review this recorded webinar

http://bit.ly/Thiagi-PuzzlingOpportunities

Now, outside the classrooms, people need encouragement to perform. It does not mean hand holding continuosly. It means, create simple puzzles that can help the learner to make the transition from guidance to self absorption. The little puzzles can help to develop experimentation and thought process. Puzzles can provide vital reinforcement based learning and create the interest towards self directed learning. For the learning manager, this is a useful tool to help learners remain focussed and can be offered as a blended option post formal classroom training. From transfer of learning perspective this offers great promise.

Non Formal learning

Heard a recorded webinar from Dublin Consulting about formal learning, informal learning and now non-formal learning. The concept hangs on to a position where learning is informal but intentional. As most people are concerned and Jay Cross has substantiated , training needs to translate into performance from classroom to the job over a period of time. We would go by the 20 - 80 data that has been widely referred between formal and informal learning. Research , if any , may indicate more startling data i.e a wider gap in terms of investment from corporates , the largest chunk being in favour of classroom / formal learning.

For training to translate into performance, we have over emphasised on the routine skill e.g., Selling skills. Since technology is creating disruptive interventions and innovation, wonder how the future will hold. In my mind , access to validated knowledge, access to expertise and ability to work boundary less will be the sole determinants. The technology will take care of the rest. Therefore, training needs to be more contextual and scenario based. The focus should be on creating complex performance support systems that can make extremely simple and purposeful support for the activity to be performed consistent and error free. Japanese were able to do this years back through implementation of systems like KAIZEN, Lean Manufacturing and the Toyota practices. I saw a Circus today , and what struck me was the degree of perfection each performer displayed individually, and collectively as a team. The performance support system consisting of men, equipment and job aids were introduced in synch with the event. This was a perfect example of how rigours of training , and learning is leading to emotionally stirring and captivating performance of the highest order. A classic integration of head, the hands, the sounds, and space . Can we ask for any better example of training to performance .

Lean Service

Read an interesting post on Lean Service , a concept which draws parallel with Lean Manufacturing , popularised from Toyota experience. In the manufacturing world, complexities arise when disruption in smooth flow arises. Historically , and several decades ago, what was manufactured got sold. It was a sellers market. With progress in technology, skills and processes, people got smarter and consumers were enticed with better offerings. Take, our own automotive industry, when Maruti came in , on road performance far exceeded the expectations of the then genre of Indian cars. Those no longer exist. The point here , is about a new standard of product performance. Likewise, when the automotive industry in the west was struggling with large sedans , Toyota showered the market with a choice of colours and options, tailoring more closely to the buyers needs. This was possible with Lean Manufacturing system which introduced the concept of waste in processes and elimination of the same. Not only did it result in improved cycle time but also resulted in higher quality due to simplicity of processes and was able to meet product variation with minimal alteration of processes.

So, how does this relate to Lean service in a Services business ? Experience , shows that processes which were simple were made complex with the advent of IT. More than 93% of processes generate information as outputs with only 7% of process touching the client. So , when processes are developed with IT in mind , cycle times can go off the roof or result in policy level contradictions that can get resolved only by escalation processes. Each of which will be disguised seperately under approval sub-processes. Try changing an insurance plan or even redeem your credit card points , airline mileage points etc., and you would have your answer. Consider an alternate scenario, as I experienced in Walmart , where the touch point of only one interaction, resulted in a product replacement in less than 5 minutes with minimal documentation and process steps. The process consisted of the following :-acceptance of the product with proof of purchase, reference of the new product, and raising of the new invoice. Routine steps, except that a floor guide pointed out the appropriate counter resulting savings in time and spinning around across multiple locations. Customers do not wish to pay for flab. They desire value and soon, we will see times when services will be redefined to meet customer demands for increased performance. Pre-Paid mobile charge card is a great example of such new initiatives. This is a classic case of learning and performance of demonstrated capability.