Knowmads – alternatief onderwijs – Nieuw Nederland

Source – Nieuw Nederland.

https://d1qgypbvkyx3ls.cloudfront.net/unsafe/1600x1200/smart/https://admin.stedenintransitie.nl/wp-content/uploads/2015/03/DSC_01711.jpg“De universiteit richt zich op het hoofd, wij op het hart”

Pieter Spinder is de initiatiefnemer van business school Knowmads. Een school buiten het systeem om, waar zelfontwikkeling centraal staat. Geen tentamens en certificaten, maar het opdoen van praktische kennis en ervaring.

Hoe maak jij de stad?

Bij Knowmads gaat het om empoweren en enablen. Studenten vinden uit wie ze zijn, wat hun verhaal is en wat ze in de wereld willen zetten. Er zit een groot verschil in de manier van onderwijs tussen Knowmads en de universiteit. Op de universiteit leer je veel dingen die je nooit meer gaat gebruiken, maar de echt belangrijke dingen leer je niet. Knowmads kent een driehoek die bestaat uit hoofd (kennis), handen (praktijk) en hart (gevoel), dit laatste is binnen het reguliere onderwijs totaal uitgesloten. Daar gaat het voornamelijk om kennis, ofwel het hoofd.


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How to Be Emotionally Intelligent – NYTimes.com

Source – NYTimes.com.

 

 

Credit Wesley Bedrosian for The New York Times

 

How to Be Emotionally Intelligent

What makes a great leader? Knowledge, smarts and vision, to be sure. To that, Daniel Goleman, author of “Leadership: The Power of Emotional Intelligence,” would add the ability to identify and monitor emotions — your own and others’ — and to manage relationships. Qualities associated with such “emotional intelligence” distinguish the best leaders in the corporate world, according to Mr. Goleman, a former New York Times science reporter, a psychologist and co-director of a consortium at Rutgers University to foster research on the role emotional intelligence plays in excellence. He shares his short list of the competencies.

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How To Deal With Angry Employees

How To Deal With Angry Employees.

how to deal with angry employees

How To Deal With Angry Employees

Dealing with angry employees can be difficult, but it’s incredibly important that you handle the situation effectively and calmly.

Your angriest employees can be a real burden to the rest of your team and the entire company culture. Their negative attitude can not only affect the morale of other employees, but it can affect the success of the business if they start to slack on their work.

When an angry employee wants to (negatively) express themselves, it’s during these moments when great leaders shine. The way leaders handle these situations separate the great from the mediocre.

As a leader, you should care about the well-being of your employees, and should do everything in your power to make sure that employees are happy and well taken care of.

In one of my most popular posts, I discussed a concept called the service-profit chain. The service-profit chain is the link between employee engagement and profits. One of the key parts of the service-profit chain is that happy employees lead to happy customers, which in turn lead to loyal customers.

I’ll go into much more detail about this later in the post, but many of the lessons that customer service learns to deal with angry customers can be applied when trying to deal with angry employees.

“Your most unhappy customers are your greatest source of learning.” – Bill Gates

The feedback that you can get from angry employees if you’re really listening (and I mean really listening) can be priceless.

There is an energy that surrounds angry employees, and they affect everything (and everyone) around them. Now more than ever, with the proliferation of social media and openness on the internet, angry employees can do incredible amounts of damage to your brand.

One of the most famous examples was last year when HMV was firing a bunch of their staff, and whoever was managing their Twitter account was live-tweeting the whole thing, with the first tweet reading “We’re tweeting live from HR where we’re all being fired! Exciting!!”

angry employees on twitter

Or this example of an angry ex-employee of Whole Foods that showed how untrue their core values really are. This post went semi-viral, with 17,000 Facebook likes and almost 500 comments.

There is a lot to be said about being authentic and truthful, and doing your best to avoid angry employees. People leave companies all the time and having some form of turnover is actually good for a company, but it’s important that any departure is always on good terms.

Even at our parent company, GSoft, people have left (I’ll never understand why) to pursue personal projects, but we have such an amazing culture and close family connection, that there are never any hard feelings.

Let’s look at a few other ways that angry employees can affect your brand:

  • Upset clients and miss deadlines
  • Leak sensitive company information
  • Deter potential hires from joining
  • Make people around them disengaged from their work
  • Steal company property

Dealing With Angry Employees

Let’s look at a few ways that you can deal with angry employees. The most important thing is to be genuine, caring, and authentic. People are able to tell if you’re being real or fake with them, and even if you don’t necessarily change anything, the fact that you truly show that you care is often good enough. Remember, sometimes perception is reality.

Following this list of things should help you to deal with your angriest employees. Like I mentioned earlier, ideally, this doesn’t come up, and you’ve worked hard to create an authentic company culture, based on openness and transparency, and you work hard to make your employees happy all the time.

In most companies this isn’t necessarily the case, and there are angry employees that are disengaged, costing your tons of money in lost productivity.

Thank Them For Their Feedback

Think about the level of courage it took for an employee to raise their concerns to you. Most employees are scared to speak their minds, so the fact that they’ve approached you and gave you valuable feedback (as hard as it might be to hear) thank them for it.

It’s important that those feelings don’t stay bottled up inside, it can have a major effect on your stress levels.

Dont Give Up On Employees

Research by Zenger/Folkman shows that managers give up on their employees way too easily. This is a huge mistake, and managers are potentially missing out on huge opportunities to re-engage their angry employees.

Show Compassion And Fix The Situation

In a study of 194 people who said they had witnessed an incident of anger at work, the researchers found no connection between firing an irate employee and solving underlying workplace problems. The researchers also found that even a single act of support by a manager or co-worker towards the angered employee can improve workplace tension.

Managers who recognize their potential role in angering an employee “may be motivated to respond more compassionately to help restore a favorable working relationship,” the researchers wrote in the journal of Human Relations.

Don’t Play Favorites

In the research by Zenger/Folkman that I mentioned earlier, they identified the behaviors of leaders where they saw the angriest employees.

Their results were clear: there is most definitely such a thing as “the boss’s favorites.” Not all employees are treated equally, and in the cases where inequities occur, employees are clearly vocal about what their bosses need to do to improve. Things like better coaching, mentoring and feedback were all things that employees were looking for.

Let Employees Vent

I’m a big believer in using emotional intelligence to lead your employees. When employees are angry, they’re going to need to vent, it’s normal. As a smart leader, you need to give them that opportunity and let them vent. Show empathy, and listen attentively to them.

Dig Deeper To Find The Real Issue

A classic customer service technique that you can easily apply to help deal with angry employees is what’s known as Socratic questioning. Most of the time, when employees are angry about something, there are deeper underlying issues that can help you uncover the true problems in your company.

Asking questions to dig deeper, like “what do you mean by that? or “can you explain that a bit more?” will help employees explain their frustrations better.

Empower Your Employees

Here’s a story about two companies, in the same industry. One of them completely gets it right, and has an incredible company culture (award winning), and let’s just say the other doesn’t have the same reputation.

In 2009, a Verizon Wireless customer’s dad died, and the company continued to charge the account. The employees weren’t empowered to make things right and find ways to help their customers, so they kept having to refuse to do anything.

A back and forth between the daughter and Verizon went on for four months, and they even made the daughter send in his death certificate. Finally, they stopped charging the account after the press had (rightfully) ripped them apart.

Telus, on the other hand, empowers their employees to do what’s best for their customers. I spoke with Dan Pontefract, Telus’s Chief Envisionist about the culture there, and at one point in our conversation I mentioned how call centers are notoriously bad when it comes to employee happiness, and what his thoughts were on Telus’s call center. He said:

“Often what I hear, anecdotally, is that certain call centers may not have that type of trust or empowerment to allow the team member to actually address what may be the issue at hand, for those that might have a problem in their home, in their cell phone or whatever the case may be. Over here, because of the TELUS leadership philosophy, our values, our attributes, our fair process, our belief in the customer, and, thus, our belief in the team member to address a customer’s issue … you know, we’re not interested in call handle times. If it takes a long time to handle a problem, well, guess what.Our people are empowered to do so. And they’re empowered to fix it in the right way where they might actually have to do something that they might not have done before, and that’s okay because we trust our people to do what’s right to put our customers first.”

You can watch our full conversation here:

http://fast.wistia.net/embed/iframe/07uoj0r9er<br/><a class=”wistia-linkback” href=”http://www.officevibe.com/culturetalks/culture-of-engagement-telus”>Culture Of Engagement With Dan Pontefract From Telus</a>

Learning From Customer Service

Having worked in customer service before, there are a lot of elements that leaders can learn from dealing with angry customers in how to deal with angry employees.

Many customer service departments have acronyms for how to handle their support, Apple’s is A-P-P-L-E, which stands for Approach, Probe, Present, Listen, End. There are many examples like this, but the one I want to talk about is from the Walt Disney company.

The way that they approach their customer service is with the acronym H.E.A.R.D:

  • Hear
  • Empathize
  • Apologize
  • Resolve
  • Diagnose

1. Hear

Like I mentioned earlier, naturally, one of the first things an angry employee will want to do is vent. Listen to them without interruption, and make sure you’re listening attentively.

2. Empathize

Empathy is one of the most powerful skills to have that will make you a better leader. You can say things like “I’d be angry too if that happened to me”, or “I can see why that would make you upset.”

3. Apologize

Make sure to apologize even if it wasn’t directly your fault. A sincere apology can really go a long way. Research shows that receiving an apology has a noticeable, positive physical effect on the body. An apology actually affects the bodily functions of the person receiving it, blood pressure decreases, heart rate slows and breathing becomes steadier.

4. Resolve

Try and resolve the issue as quickly as possible. Showing them that you care enough to make an effort to resolve the situation will help make the employee less angry.

5) Diagnose

In the software development world we often do what’s known as a post-mortem. Before rushing to the next project, we take some time to look back at the previous project, what mistakes were made, what could have gone better in order to not let it happen again.

Similarly, when you’ve resolved the issue with your employee, diagnose what went wrong (without blaming anyone), and see how you can make sure no employee experiences what they went through.

The Lasting Effects Of Stress

One of the biggest reasons why you should care about having happy employees, is that when they’re angry, they’ll be more stressed about life in general.

Most of us know that stress is bad for us, but I don’t think people understand how bad it is. Near the end of World War II the allied forces were moving the German army out of the Netherlands. As the Nazi’s retreated, they destroyed bridges, flooded the farmland, and set up blockades to cut off shipments of food.

This became known as the Dutch Hunger Winter, one of the worst famines in history.

In the 1990s, a researcher from the University of Amsterdam started looking at the data from the children born during the Dutch Hunger Winter, and was able to track many of them throughout their lives. What she discovered, was that children who were conceived during the Dutch Hunger Winter had higher risk of heart disease, higher rates of obesity, lower likelihood of being employed, and increased risk of high blood pressure as an adult.

Think about that for a second, children who weren’t even born yet during the Dutch Hunger Winter have worse health 60 years later.

This research is incredible because it shows how big of an impact stress has on us. Not only do the effects of stress impact us at the time they happen, they can have effects on us and our children for decades.

As leaders, understanding this can help us empathize with employees and have compassion towards their well-being. Knowing this, we should be doing everything in our power to make sure employees are happy and stress-free.

Turning Angry Employees Into Happy Employees

This is why measuring employee happiness consistently is so important. If you constantly have a pulse of your employees you can prevent things like this from ever becoming an issue. As soon as you start to see something slipping, you can react, and make sure they’re happy again.

Happy employees lead to happy customers, which leads to more money for your business. If you have an angry employee, the number one thing you need to do is be honest and genuine with them, and help them fix whatever is bothering them.

If whatever is bothering them is out of your control, then be honest about that. Let employees know that your hands are tied, but see what else you can do to make them happier.

How Have You Dealt With Angry Employees?

Let us know your thoughts on Twitter @Officevibe.

Het verschil tussen hoogpresterend, hoogbegaafd en creatief begaafd

Bron – LinkedIn – Marita van den Hout

Het verschil tussen hoogpresterend, hoogbegaafd en creatief begaafd.
Bente Aimee van Dijk

Het verschil tussen hoogpresterend, hoogbegaafd en creatief begaafd.

Het identificeren van begaafde leerlingen wordt moeilijk als goed presteren verward wordt met begaafdheid. De hoog presterende leerlingen worden opgemerkt door hun goede werkhouding, op tijd klaar, goed verzorgd werk, goede cijfers. Volwassenen zien hun A scores, merken dat ze snel de schoolse procedures oppakken. Sommige denken dat dit de begaafde leerlingen zijn, omdat zij boven de groep uitsteken.

Het blijft moeilijk om leerkrachten en ouders duidelijk te maken dat hoog presterende leerlingen toch op een geheel andere manier leren dan begaafde leerlingen. Begaafde leerlingen die gerespecteerd en aangemoedigd worden, denken op een complexere en abstractere manier vanuit meerdere invalshoeken dan de hoog presterende leerling.

Om wat meer duidelijk te geven is het drie-weg vergelijkingsmodel gemaakt (B. Kingore) van een hoog presterende, een begaafde en een creatief begaafde  leerling.

Natuurlijk is het nooit zo zwart-wit. Een hoogpresterende kan ook begaafd zijn en een begaafde kan ook een creatieve denker zijn, maar op deze manier hoopt Kingore dat er beter wordt nagedacht over de verschillende manieren waarop kinderen leren en denken.

Een voorbeeld dat het duidelijker maakt:

De leerkracht geeft een nieuwe taak. De hoog presterende leerling vraagt zich meteen af wat de leerkracht verlangt, zodat hij precies kan doen wat de leerkracht zou willen dat hij zou doen. “Wat wil je echt?”

De begaafde leerling denkt na hoe hij de opdracht het liefst wil doen. Wat vind ik interessant om te leren? “Wat ik zou willen doen…..”

In de creatieve geest, komen allerlei ideeën simultaan in hem op, wat kan er allemaal uitgezocht worden?

De leerkracht stelt een vraag aan de klas.

De hoog presterende leerling is blij, want deze weet het antwoord en voelt zich zeker: “Ik weet het antwoord!”

De begaafde leerling overweegt de verschillende mogelijkheden en alternatieve perspectieven: “Misschien bedoelen ze……”, of “ Het zou kunnen zijn dat…..”, of “ Een andere manier om dit te zeggen is…”, of “Ja, maar…”.

De creatieve denker is nog steeds volop bezig met zijn eindeloze mogelijkheden van de vorige opdracht, nog zo geconcentreerd met zijn eigen ideeën dat hij de vraag compleet gemist heeft.

Het drie-weg model van B. Kingore:

Vertaald uit;

 

Kingore, B. (Spring 204). High Achiever, Gifted Learner, Creative Learner. Understandig Our Gifted. http://www.bertiekingore.com

coaching gifted / creative (visual spatial) learners / P!T; Peers In Tilburg, creatieven ontmoeten elkaar

Generous Leadership

Source – Fast Company

The Case For Being A Generous Leader

Are you a generous leader or a selfish one?

In my first job out of high school, when I was barely 18 years old, I had one of the best bosses out there. Lewie had no reason to give me special attention. He had no reason to be interested in my success. Yet over and over again, he mentored me, believed the best in me, and gave me wisdom, resources, and ideas when it didn’t benefit him in the least.

At least once a week, Lewie would take me out to lunch or drinks and drill me with questions. He rarely ever told me the right answer—he just asked insightful questions that made me rethink my decisions or actions. And with each conversation, I grew a little bit more.

Lewie was a generous leader.

When I think of Lewie and other generous leaders I’ve had the opportunity to imitate, several traits come to mind. Generous leaders:

  • Want their people to succeed.
  • Are not competitive with their team.
  • Have an open-door policy (generous with their time).
  • Would rather err on the side of grace than be just or strict with policies.
  • Have an open hand.
  • Freely share what they are learning.
  • Love to give away credit to others even when they could rightly keep it for themselves.
  • Care about their team. They know about each team member’s goals and dreams, and diligently try to help them fulfill those desires.

It’s counterintuitive, isn’t it? We think to achieve more, we must keep more for ourselves. We’ve been taught to work hard and climb the ladder, even if it means climbing over others to get to the top.

More than a decade ago, Tim Sanders wrote a timeless book called Love Is the Killer App. I love what he says on this topic:

The most powerful force in business isn’t greed, fear, or even the raw energy of unbridled competition. The most powerful force in business is love. It’s what will help your company grow and become stronger. It’s what will propel your career forward. It’s what will give you a sense of meaning and satisfaction in your work, which will help you do your best work.

Love is such a squishy word. We all likely have a different definition of love based on how we grew up or the quality of relationships we have experienced. Sanders defines love as the selfless promotion of growth in another. “When you help others grow to become the best people that they can be, you are being loving—and as a result, you grow.”

The opposite of a generous leader, then, is a selfish leader. Selfish leaders:

  • Keep the credit for themselves.
  • Circle all conversations back to him or herself.
  • Hide competitive advantages from his team.
  • Are always looking to determine blame for mistakes (“Whose fault was this?” rather than “We made a mistake, let’s learn from it and keep going.”)

My experience with selfish people is that they are often stressed, tense, bitter, angry, critical, argumentative, and bullying. Generous people, on the other hand, are genuinely happy. They aren’t constantly determining their self-worth by how far they are above others. They have a great day when they’ve had the chance to add value to others.

And lest you think generous people are happy but poor, or that they feel good about themselves but it doesn’t translate into an economic benefit for themselves or their company, you might tune into this final quote by Sanders:

People who love what they’re doing, who love to learn new things, to meet new people, and to share what and whom they know with others: These are the people who wind up creating the most economic value and, as a result, moving their companies forward.

It’s undeniable. Generous leaders win. The question is, what steps can you take today to become more generous in your leadership? Figure it out and take a step.

Tim Stevens is the author of Fairness Is Overrated: And 51 Other Leadership Principles to Revolutionize Your Workplace (Thomas Nelson, January 6, 2015). Tim is also a team leader with Vanderbloemen Search Group, an executive search firm that helps churches and ministries find great leaders. For more information, visit www.FairnessIsOverrated.com.

Things To Know About How Your Brain Learns

Source – thenextweb.com

learning brain 6 important things to know about how your brain learns

This post originally appeared on the Crew blog.


Whether you want to learn a new language, learn to cook, take up a musical instrument, or just get more out of the books you read, it helps to know how your brain learns.

While everyone learns slightly differently, we do have similarities in the way our brains take in new information, and knowing how this works can help us choose the most efficient strategies for learning new things.

Here are six things you should know about the brain’s learning systems.

1. We take in information better when it’s visual

The brain uses 50 percent of its resources on vision.

Think about that for a minute. Half of your brain power goes to your eyes and the processes in your brain that turn what you see into information. The other half has to be split up among all the other functions your body has.

Vision is not only a power-hungry sense, but it trumps our other senses when it comes to taking in information.

visual brain 730x548 6 important things to know about how your brain learnsImage credit: Amit Kapoor – Storytelling with Data – See | Show | Tell | Engage

A perfect example of this is an experiment where 54 wine aficionados were asked to taste wine samples. The experimenters dropped odorless, tasteless red dye into white wines to see whether the wine tasters would still know they were white based on the taste and smell.

They didn’t. Vision is such a big part of how we interpret the world that it can overwhelm our other senses.

Another surprising finding about vision is that we treat text as images. As you read this paragraph, your brain is interpreting each letter as an image. This makes reading incredibly inefficient when compared to how quickly and easily we can take in information from a picture.

More than just static visuals, we pay special attention to anything we see that’s moving. So pictures and animations are your best friends when it comes to learning.

Action: Find or make flash cards with images on them. Add doodles, photos, or pictures from magazines and newspapers to your notes. Use colors and diagrams to illustrate new concepts you learn.

2. We remember the big picture better than the details

When you’re learning lots of new concepts, it’s easy to get lost in the barrage of information. One way to avoid being overwhelmed is to keep referring back to the big picture. This is probably where you’ll start with something new, so coming back to explore how the new concept you just learned fits into that big picture can be helpful.

In fact, our brains tend to hang onto the gist of what we’re learning better than the details, so we might as well play into our brains’ natural tendencies.

When the brain takes in new information, it hangs onto it better if it alreadyhas some information to relate it to. This is where starting with the gist of an idea can be helpful: it gives you something to hang each detail on as you learn it.

I read a metaphor about this concept once that I loved: imagine your brain is like a closet full of shelves: as you add more clothes they fill up more of the shelves and you start categorizing them.

Now if you add a black sweater (a new piece of information) it can go on the sweater shelf, the black clothes shelf, the winter clothes shelf, or the wool shelf. In real life you can’t put your sweater on more than one shelf, but in your brain that new piece of information gets linked to each of those existing ideas. You’ll more easily remember that information later because when you learned it you related it to various other things you already knew.

Action: Keep a large diagram or page of notes handy that explains the big picture of what you’re learning and add to it each major concept you learn along the way.

3. Sleep largely affects learning and memory

Studies have shown that a night of sleep in-between learning something new and being tested on it can significantly improve performance. In a study of motor skills, participants who were tested 12 hours after learning a new skill with a night of sleep in-between improved by 20.5 percent, compared to just 3.9 percent improvement for participants who were tested at 4-hour intervals during waking hours.

Naps can improve learning just like a full night of sleep can. A study from the University of California found that participants who napped after completing a challenging task performed better when completing the task again later, compared to participants who stayed awake in-between tests.

Sleeping before you learn can also be beneficial. Dr Matthew Walker, the lead researcher of the University of California study, said “Sleep prepares the brain like a dry sponge, ready to soak up new information”.

Action: Try practicing your new skill—or reading about it—before going to bed or taking a nap. When you wake up, write some notes on what you remember from your last study session.

4. Sleep deprivation significantly reduces your ability to learn new information

Sleep deprivation is a scary thing. Because we don’t fully understand sleep and its purpose yet (though we have some ideas) we don’t always respect our need for sleep.

But although we can’t say definitively what sleep does for us, we know what happens if you don’t get enough. Sleep deprivation makes us play it safe by avoiding risks and leaning on old habits. It also increases our likelihood of being physically injured, since our bodies don’t perform as well when we’re tired.

Most importantly for learning: sleep deprivation can cut your brain’s ability to take in new information by almost 40 percent. Compared to getting a good night’s sleep and waking up refreshed and ready to learn, an all-nighter doesn’t seem worth the effort.

1200px Effects of sleep deprivation.svg  730x538 6 important things to know about how your brain learnsImage credit: Mikael Häggström

A Harvard Medical School study found that the first 30 hours after learning something are critical, and sleep deprivation during this time can cancel out any learning benefits of getting a full night’s sleep after those 30 hours are up.

Action: Forget all-nighters. Save practice and study sessions for days when you’re alert and well-rested. And definitely avoid sleep deprivation right after learning something new.

5. We learn best by teaching others

When we expect to have to teach other people what we’re learning, we take in new information better. We organize it better in our minds, remember it more correctly, and we’re better at remembering the most important parts of what we’ve learned.

One study told half the participants they would be tested on the information they were learning, and told the other half they would have to teach someone else what they learned. Both sets of participants were tested on the information and didn’t have to teach anyone else, but the subjects who thought they’d be teaching others performed better on the test.

The study’s lead author, Dr. John Nestojko, said the study implied that students’ mindsets before and during learning can make a big difference to how well we learn new information. “Positively altering a student’s mindset can be effectively achieved through rather simple instructions,” he said.

Though we don’t realize it, learning with the idea that we’ll have to teach this information later tends to invoke better methods for learning subconsciously. For instance, we focus on the most important pieces of information, the relationships between different concepts, and we carefully organize the information in our minds.

Action: Keep a notebook or blog where you write about what you’ve learned. Write about each new concept you learn as if it’s a lesson for others.

6. We learn new information better when it’s interleaved

A common learning approach is what UCLA researcher Dick Schmidt calls ‘block practice’. When you practice or focus on learning one particular thing over and over, that’s block practice. For instance, you might study history for a few hours in a row, or practice just your serve in a tennis lesson.

Schmidt advocates a different approach to learning called interleaving, which mixes up the information or skills you practice. Another UCLA researcher, Bob Bjork, studies interleaving in his psychology lab. One of his experiments involves teaching participants about artistic styles by showing them a series of images on a screen. Some of the participants are exposed to block practice of artistic styles (all 6 examples of a painter’s style are shown before moving on to another painter’s style), while others have their images interleaved (examples of different painter’s styles are mixed in together).

When the two groups are tested afterwards on how well they can recognize a painter’s style in a painting they haven’t seen before, the interleaving group usually scores around 60 percent, while the block group scores around 30 percent.

Surprisingly, around 70 percent of the participants in this experiment say they think the block practice was most effective in helping them learn. Clearly we have some work to do to understand what helps us learn best.

Bjork believes interleaving works better because it plays into our natural abilities to recognize patterns and outliers. When applied in the real world it also provides an opportunity for us to review information regularly, as we interleave what we already know with new information.

Some examples for interleaving could be cycling through three different subjects you need to study before exams, practicing speaking, listening, and writing skills of a foreign language in tandem rather than in blocks, or practicing your forehand, backhand, and serves in a single tennis lesson rather than setting aside one lesson for each.

Action: When you’re learning or practicing a new technique, practice it interleaved with other techniques. For instance, if you’re practicing a particular golf swing, practice other swings at the same time to mix it up.

If you’re learning new information, mix in information you already know—old vocabulary words and new when you’re learning a foreign language, for instance.

As Bob Bjork says, we all need to become smarter learners. “In almost any job, you have to keep managing some new kind of technology,” he said, so “just knowing how to manage your own learning is very important.”

Read next: What I would do differently if I was learning to code today

The Complexities of Team Dynamics

Source – HBR.

Introverts, Extroverts, and the Complexities of Team Dynamics

March 16, 2015

Introverts, Extroverts, and the Complexities of Team Dynamics

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Let’s start with a short personality test. For each of the following dimensions, indicate the extent to which each of the following words describes you, with a 5 indicating “very much so” and a 1 indicating “not at all”: assertive, talkative, bold, not reserved, and energetic. Now sum up your scores. What’s the total?

If you scored under 10 points, you are likely to have an introverted personality rather than an extroverted one. If that is the case, you are certainly not alone. Studies find that introverts make up one-third to one-half of the population. Yet most workplaces are set up exclusively with extroverts in mind, a fact that becomes clear when you look at traits associated with the two personality types.
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