learning transfer


The only thing we have to fear is fear itself.
Franklin D Roosevelt

There you go. Nothing like a well-worn cliché to kick off, and with the apparently imminent (again) collapse of the global financial market and the consequent disintegration of democracies around the world, that is probably as relevant and true today as it was 80 years ago. Except of course, the Armageddon scenario won’t happen because throughout time the brave have overcome the one thing that would precipitate such meltdown; the paralysis of fear and the temptation to sit on the touchline and watch the whole sorry saga dissolve before their frozen, staring eyes. (Caveat: if it does happen, by then you’ll have hopefully forgotten that you read it here first and have more important things to worry about.)

Robert Terry’s recent blog All that is necessary for the triumph of evil is that good men do nothing”, or “Kirkpatrick must go! put forward an interesting ‘conspiracy theory’ slant to the whole training evaluation debate, and it got me thinking that the root cause of the lethargy that contributes to the huge sums that are wasted on training events might just be because it’s all a bit scary. Even in such austere market conditions, why are so many of our corporate leaders apparently content to sit back and watch the money flow out through their Learning & Development budgets? Why do they seem satisfied when they have a team who return from their development experience having made some new friends, are a bit more motivated and, at best, have transcended as individuals into better human beings, albeit not actually able to contribute anything of demonstrable additional value to the business?

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I’m normally more an Independent man (all puns intended), but – as professors reminded me during my own days in academia – reading around the list rather than down it can sometimes pay dividends. And if you’re going to be informed, why not be informed about more than the one thing? Glancing unaccustomedly through the pages of The Pink ‘Un, I was refreshed to find an article – Question of relevance must be addressed – in their Soapbox column that posed a long overdue question or three:

What are business schools for? What do they do? How can they best serve the needs of business and society?”

All good questions, I thought, although it seemed perhaps a little unfair to single out business schools. (We can’t all be managers, and it wouldn’t help if we could.) When it comes to purpose, relationship to both society and the economy, and to upholding their end of some very nebulous psychological contracts, most of higher education could do with clearing its throat and piping up in words of one syllable. The Guardian’s Q&A best bits: Marketing higher education during times of change (first published this April) was an interesting Googlefind, but not an inspiring one in this context.

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Language is a fascinating thing but as a psychologist looking at speech development in children, especially my own, is hugely entertaining and enlightening into the workings of thought and logic. I watch with great anticipation and expectation as I observe my children and their friends talk about everyday life to see what wonderful combinations of phrases and mispronunciations occur, something I often do myself – and not always on purpose. One which made me laugh out loud most recently was when a friend of my middle daughter was trying to explain a school project she had to do, which puzzled us all to begin with…

“I had to make a boat out of Pepperami”

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Every now and then, a foolish notion takes such a firm grip on the public consciousness that no amount of hard evidence to the contrary can persuade its believers to put aside their convictions and embrace what is frequently an unpalatable or less interesting truth. Some such notions emanate from the ‘supernatural’ school and demand high levels of blind faith from their adherents. The absence of anything remotely evidential in the stories that surround faith-based urban myths presents no problem to their originators who, through their powers of persuasion and the vulnerabilities of their audience, succeed in recruiting armies of supporters to their cause. The uneventful passing once more of Harold Camping’s revised deadline for the end of the world on 21st October is unlikely to persuade his followers that The End Times is a put-up job any more than readers of horoscopes will cancel their subscriptions just because none of the foretold events actually happen. Faith like bindweed once established, is tough to kill.

Some urban myths are lightweight confections whipped up by pranksters seeking nothing more than the inner satisfaction of knowing that they have duped the gullible. The recent Kidney Heist Hoax is a masterpiece of the genre. In its frequent beery re-telling the narrative gathers both mass and momentum like a snowball rolling down a ski slope. Each storyteller attaches his or her own embellishments and invigorates the story by making it their own; or at least “a friend of friend’s”. These myths derive their currency from the frequency with which they are told and the conviction of the teller, no matter how implausible the story itself may be. It would seem that for many, a myth repeated often enough will assume the authority of truth.

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Dr Anton FranckeissDescribed – almost before it had finished – on Twitter by one attendee as “excellent discussions, networking and thought-provoking keynote sessions at the BAFTA headquarters today”, we’re hugely proud to say that the ASK/MDA Breakfast Briefing was as glittering as its surroundings.

With over 100 people in attendance, the thought-provoking keynote sessions were delivered by Dave Roycroft, Global People Development Consultant at Invesco Ltd (who shared a platform with ASK’s Elaine Wilson, highlighting the success of the company’s Investment Leadership Program and the role of ASK’s tASK simulation), and Pat Taylor of the National Audit Office, who outlined the progress of NAO’s Direct Programme, where the organisation has partnered with an ASK Project team led by Naysan Firoozmand to design and deliver a comprehensive assessment and development programme to identify, select and develop staff within the company with the greatest potential to be promoted to Director within 24 months.

The keynote sessions were followed by breakout sessions, led by consultants from both ASK and MDA:

We’ve added a photo gallery that captures just some of the moments from the morning’s events, but we’d very much welcome the feedback of those that attended – please just add a comment to this post to let us know elements of the sessions you valued the most.

If you weren’t able to attend, but would like to know more about ASK’s offerings in any of these areas, please contact us.

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On his T Recs blog, Mervyn Dinnen, recently published a very touching post, Things I Learned From My Dad. His sign off was almost apologetic for blogging so personally, and hoping that his readers would indulge him. The obvious responses to which are a) please don’t feel any need to apologise, we are all human beings, and b) of course we will. (And I also hope that those sentiments are appreciated.) I was reminded – in a pleasant way – of a recent faux pas: my own reaction and that of my partner when we came across the laudable charity, Business in the Community, was to wonder where people thought it normally took place? Offshore? Or on another planet, perhaps? “Business is business” is a truism as well as a tautology and a cliché, but surely it’s a mean rather than an end – even for any given business in question? It came as a relief to discover that the charity intended its name as a reminder of what we could do with more of, rather than an unintentional USP.

Having recently completed a suite of psychometric instruments (my experiences of MBTI, FIRO-B and the Hogan Development Survey have already been covered here, along with details of my own personal agenda and reasons for being interested in completing them), I was conscious at a number of points of the influence on my outlook on the world that both my parents had. My father died many years ago (although I still catch myself thinking of him at least once a day), while my mother’s long battle with Vascular Dementia came to an inevitable end earlier this year.

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BAFTA entrance It was Norma Desmond who uttered the immortal line “I’m ready for my close-up”, in the timeless classic Sunset Boulevard. With two days to go, we’re mightily glad – and not a little relieved – that our own close-up role at BAFTA this Friday (30 September) will take place in altogether brighter circumstances – and that we are not just ready but brimming with positive anticipation.

A jointly hosted event with MDA Consulting (with whom we recently announced our strategic alliance), we will be greeting 140 guests from some of the world’s leading blue-chip organisations at our Talent Management Breakfast Briefing. The morning’s programme includes presentations on the success of ASK talent management and OD projects by representatives from Invesco and the National Audit Office, as well as break-out sessions on a range of key organisation and personal development topics:

  • Talent Management
  • Executive Coaching
  • tASK (ASK’s unique business simulation methodology)
  • Learning Transfer and Application
  • Executive Assessment
  • Change.

The event is already fully subscribed (so much so that we are operating a waiting list), but please contact us if you would like to know more about our work in any of these areas or to attend any of our future events. We’ll also be publishing a report on the event next week: why not subscribe to our blog by email (see the link in the right-hand column) to be among the first to read more?

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(The following guest article has been authored by Dr Nigel Spencer, Head of Learning and Development for Simmons & Simmons: you can read Nigel’s biography in our Guests section.)

Coaching encourages us to presume that the ‘client is resourceful’, and we have read a lot about our clients’ ability to define and achieve goals, driving change within themselves and, by implication, through the organizations or social contexts they inhabit. But are there limits to their ability to do this, and how much change can coaches and clients respectively achieve? In short, where do individuals reach the limits of their ability to influence their environment? And what are the implications for our effect on those we coach and for our ability to effect organizational levels of change?

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