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In-House Certification also available. WHAT'S NEW: The Popular International Business Book Ting! - A Surprising Way to Listen to Intuition & Do Business Better Rated 4-Stars by Training Magazine, Ting Training Trainer Licenses available. COMING SOON! Watch for the hot new book by Arupa Tesolin Spark - Raise Your Mind To The Power of Infinity & Create Anything SPEAKER INFO Arupa Tesolin Author of Ting! & Spark, Speaker, Trainer & Innovation Coach, Intuition thought leader, Global Leader in Business Intuition, Seminar headings Ting! Unleash Your Intuition Smarts, Ting! 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ce and modern folklore in a way that gets your attention and sticks. The result -- an invigorating experience that integrates everything you don’t know about intuition, but should, while liberating you from its more mystifying and elusive aspects. The friendly and intelligent presence of author and intuition guru Arupa Tesolin will show you how to bring your intuition within your reach and use it in your life and workplace while living a more enriched, meaningful and fulfilled life. About The Author Arupa Tesolin is a thought leader and one of the leading voices for intuitive intelligence in business today whose work is published internationally in leading business publications. She is the founder of Intuita, a strategic learning company offering both seminars and on-line learning programs, and is the author of The 3-Minute Intuitive Solutions^TM, Intuita MindWare and related seminars and CD’s on innovation, stress and vision, which are used by leaders and professionals at some of the world’s top companies to tap their intuitive insight. Ms. Tesolin has been a featured guest on over 30 radio interviews on major US and Canadian, stations from coast to coast in North America including California, Washington, Montreal, Vancouver, the syndicated BNN, Business News Network.with major and Wisdom Radio. She was also featured in a televised special on business intuition that aired on WTN in 2002. Arupa’s publications are references in several University Management Programs and Leadership Development institutes in North America. She has also been an International Correspondent for Training & Management Magazine for 3 years. Feature articles in top North American business and trade media include HR Innovator, Chief Learning Officer, HR.com, Training & Development Magazine and a guest column in the inaugural issue of Workplace Performance Magazine. In the past 3 years she has published over 90 articles internationally, half of these on intuition in business, the others on leading edge management and training topics.Unleashing Intuition -The Power That Matters More Than You Think The connection between intuition, innovation and performance. Find out why our thinking habits interfere with natural intuition, why intuition is natural and in-born, how we can use it better in life and business , how intuitives see the world and what we can learn from them, what intuition habits we need to develop and why, and quick tools to improve your intuitive experience. Learn more about the role of intuition in human performance and self-mastery. Learn how intuition can bring clarity and reveal new strategies and opportunities for you and your business. Learn why it's unwise to rely only on past practice or analytical bias, the best ways to use and extend your own capabilities, key strategic linkages for intuition in business and the necessary prerequisites your corporate culture will need to make business intuition successful as a group effort.

The 3-Minute Intuita Solutions™ (intuition, innovation, vision, stress)
This series of fun, free-wheeling, highly creative workshops is like a spa for your mind. Arupa will teach you how to unlock your intuitive power, flex your imagination, break out of mental ruts, empower your vision and bust stress. Most of the tools taught in these workshops create results in under 3-minutes. Four different seminars that can be combined into back to back workshops in several time formats from 2 hours to a full day for each. E-Learning Made Easy The easiest way to get started with e-learning in your business, 3 mistakes companies make that cost them a lot, 3 solutions that save money and increase learning and performance, how e-learning works, setting up successful e-learning pilots, measuring training outcomes as business results, trends in E-learning and Fast Training. This seminar answers essential questions about e-learning from the perspective of small to mid-size enterprises and how to guarantee a business return on your e-learning investment. Learn how training & developing your staff pay off in improved business performance and the best ways to involve your staff in a shared learning experience.

articles on Innovation and Intuitive Intelligence in Business
Intuition: Core Competency for a New Millennium
Developing the Habit of Intuition
The Case For Intuition in Business
Beyond Dialogue Experiment
Using Intuition to Make Management Decisions
The Intuita Newsletter
Intuita Corporate Innovation Survey
Make Intuition Your Best Friend in Small Business 5 Ways To Invite Intuition To Your Training Session
How Intuitive Intelligence Can Transform Business
Intuita™ I IQ Self-Assessment
12 Rules For a Heroes Destiny
Quantum Physics, Consciousness & Brain Science
The Harder Problem of Consciousness: Engaging Dialogue Among Scientists
An Agora for Bio-Sciences - Founding Ideas
Innovation Growth Firms - Questions to Ask
Building a More Intuitive Organization

Articles on Management & Training
How To Implement E-Learning in Smaller Companies
Time to Act on Solutions for Immigrant Jobs
The Problem of Occupational Stress
Train Your Managers to Handle the Media
What it Takes to Be One of Canada's Top 50 Employers
How World Creativity & Innovation Day Started in Canada
What Makes Media
Media Relations Update
Small Business in Canada
Engaging Younger Workers
Emotional Intelligence - What It Is and Isn't
Management Lessions From SARS
Learning Leadership From Ghandi
Building a Skilled Workforce in Canada
Finally! Meaningful Training Measures
Learning Paths - Evolution of Proficiency Training
Intuition: Core Competency for a New Millenium
If we peer into the road ahead, it becomes pretty clear we’ll be driving our businesses and lives without precedent much of the time. We’ll rely less on past history to prepare a view for the future. The kind of thinking that drives the next century will be radically different than the last one. Those who thrive will be masters of the unprecedented. Competency in intuition and vision will be required personal equipment. The New Common Sense Intuition is intelligence and knowing that occurs outside the thinking process. It is an effortless insight that arises and makes sense and it’s surprise!, non linear, much like the evolving scientific view of time and events. It also links into “common sense” which remains curiously untaught in the intellectual preferences of the current education and training environment. Common sense is what drove our ancestors to survive the ruggedness and weather conditions of establishing what North America is today. Yet this was a visceral common sense, relating more to physical survival in a hostile changing environment. The current environment is much more a mental one, multiple priorities and urgencies competing for our “attention”. However “attention” in its’ purest sense is what most of us now do poorly. That will change. What the “new common sense” of intuition will look like will be more aligned with visionary adeptness, clarifying sense out of information garbage, the ability to out-think our intellectual intelligence and out-smart our brain stem. No longer victims of our intellect, through intuition we’ll open doors to creative brilliance. Through intuition we can “unthink” the paradigm of work, work as effort. There are easier ways. The escalating costs of occupational stress from 3 billion to 12 billion/year in just a few years in Canada alone are unbearable. And these are just economic costs, perhaps the easiest to bear because the human costs on lives and on families, are much higher. Frankly these costs are not required to sustain quality of life. We could do much better than this with a change in strategy. Smarter Than We Think We can't create our future in the same way as we arrived here. We're creating a generation of knowledge and communication workers and we're still trying to impose on them a "factory" mentality that was designed to produce widgets in an industrial age rather than results in our time. To produce results you need insight and vision and you need to have inspired people. It is the inspired person who will go the extra step, see the higher potential, build a better client relationship. But that's the tricky part. They have to be inspired from the inside. You can't impose this on anyone and no contemporary management theory will build it.We need to get back to basics. We've been investing in a way that seemingly benefits economic performance. Its probably wrong. Organizations are leaner and meaner and key personnel are more stressed than ever. How many of today's organizations can truly say they are an energized creative force? Future prosperity models will show there is a direct linkage among human performance, balance, contribution to society and profits. The reason we didn't see it before is because we weren't looking for it. We were all driving the economic machine. All invention and breakthrough stems first from ideas. Whole ideas are born from whole people. To date we've invested little on cultivating intuition, vision, and conceptual intelligence. But the potential leverage on such investment is an increase in both human and corporate profit. Back to intuition. It does restore personal power and vision. But the inevitable question arises. What about the downside? Of course there's a downside. Some talented people might leave to explore their own visions. But others will come, because they're attracted to your vision. There's a catch here too. Your corporate vision had better be compelling enough to invite them in. Personal commitment will be the creator and sustainer of your organization's success in the future. This commitment will come in all different shapes and sizes. The good news is there is room for all kinds. Individuals must be willing and able to state their commitment to an organization without fear of judgement, and the organization must have an intention to find the right fit. Here are questions I’m always asked. “You mean you can actually “train” the intuition?” “Yes.” “Well why didn’t we do this before?” “Because we didn’t think it was possible. We were too smart to think about things like that.”

How To Implement E-Learning in Smaller Companies
While the promise of e-learning in larger companies has fallen short of fulfilling the dream of low cost on-line training due to difficulties and cost of integrating technology, quite the opposite is true in small companies. According to a Canadian Federation of Independent Business survey nearly 2/3rds of smaller companies have not yet implemented e-learning. Smaller companies need not struggle because cost effective, low-tech designed learning systems are within their grasp. They do need to recognize the links between better business performance and training and have the know-how to implement e-learning successfully. Most training costs are recoverable through increased performance. For that reason training should be considered an investment, not an expense. Industry reports show the average ROI for classroom training is 45%. With e-learning many companies are experiencing 50-75% reduction in training costs over classroom training. Companies of all sizes agree that e-learning provides an effective classroom alternative to increase employee knowledge and skills. This settles the debate about whether people and technology can work together to produce a good learning environment. Industry experience shows both methods produce favorable learning results. There are other benefits to providing training. Managers, employees and businesses all benefit when they are provided with training opportunities. Not only can a company expect a performance benefit, they can expect to have a better relationship with their employees too. Some of the best programs for smaller businesses available on the market today offer an array of 30 or more bundled courses for less than $1 per day per employee with specialized content for managers priced just a little higher. Other courses can be purchased on a module by module basis with prices ranging from $60 - 150 each or more, higher for specialized or technology training programs. Contrast this with an average day of classroom training which costs anywhere from $300-600 for an in-house program or median range public seminar covering one topic.Some courses are basic, giving great content that relates to day-to-day business realities. Other content adds graphics, video and more bells and whistles. Costs increase as e-learning gets more sophisticated. Also bandwidth can be a problem as higher end systems often require high speed internet connections to reduce downloading times, which not all businesses have. The best systems also include value-added features like tracking systems and performance management systems that ask employees to set performance goals resulting from training. This assures both good learning transfer and the likelihood that the employee will be performing at a higher level directly as a result of training. Here are some guidelines to help you successfully implement e-learning in your smaller company.The first question a business needs to ask before implementing e-learning is to establish training priorities linked with business results. What capabilities in business do we fulfill really well? If we did this better how would it impact our business? What things can we improve that would most increase our earnings or the way we define success? Translate these into a few clear training priorities which define skills, knowledge, performance practices and business results. Determine the workforce, managers, departments, and individuals who would benefit from the training. Then develop a clear corporate training plan with specific goals and completion dates. Also define how the company will measure the results.Develop a communication plan for your e-learning system. Don’t expect that you will purchase a system and all your employees will magically use it. Expect to lead the communication of business goals, direct the training, and monitor and manage the completion process. Clearly identify how time will be provided for training activities, work locations where training will be completed (if all staff don’t have access to a computer terminal with internet access). "Do not disturb - I’m training signs" and other considerations are important. Consider whether your workplace is large enough to require a pilot program. Pilots are a smaller implementation program to allow your company to work through any implementation issues before expanding it to the complete workforce. Ensure your pilot team of 6-12 people is carefully selected with process leaders from different levels and positions in the company.

5. Set a date and time for a classroom orientation program showing everyone the system features and how to use them. Even for simple systems this step goes a long way towards ensuring employees can and will use your e-learning system. Assign a system monitor or administrator to have access to the non-confidential aspects of training, ie. to track completion of training as per company learning plans and to communicate any shortfalls to a designated manager for follow-up. As some e-learning systems provide self-assessments that allow learning curriculum to be tailored to their individual training needs, this provides a good basis to develop career plans, job assignment and developmental opportunities and have a formal or informal arrangement to discuss these with management.Consider establishing a company training team to communicate and resolve on-going issues with training, measure use and business results, set new goals, and continue the development of your workforce. Determine whether some business needs require developing more advanced interpersonal training through "blended training". This is classroom training that builds on the basics or extends e-learning into specialized classroom training programs. short e-learning can enable you to have a virtual training department with content that rivals blue chip industrial clients at a fraction of the cost. A worthy pursuit don't you think? Building a Skilled Workforce in Canada like other developed nations, is grappling with the challenges of developing and retaining a skilled workforce. Why is a skilled workforce so important? As jobs have become more complex many companies have discovered that skilled workers learn better, are more productive, and more motivated to continue adapting to changes. In contrast, the absence of certain kinds of skills, defined as workplace literacies, create a serious inability to fulfill basic workplace requirements such as quality and safety processes. This was the topic of a recent industry conference from The Conference Board of Canada, Canada's leading think tank. Among the issues to be faced are growing gaps between employer’s needs and the skill level of the workforce. This creates a dual edged problem; workers who have a harder time finding jobs and employers who have a harder time finding talent. Both issues are being addressed by skills development and training. The need to build a skilled workforce to compete in the global economy is a given. The challenge of how to train and retrain the right workforce will require many solutions. Michael Bloom, Director of Education and Learning, quoted the following facts in his opening remarks. Canada, US, Scotland, England, Australia, New Zealand and other OECD countries the ratio of retired people versus working or school age people is lowering. There are too few young people to make up the difference resulting in a worker deficit. Because of this the workforce will need to generate more productivity per worker. The solution is to keep and upgrade skills of existing workers and hire more immigrants to make up the difference. In my view, these facts have been stated before and are based on assumptions that the North American economy will continue established growth levels and that the job market is stable. Both of these assumptions may be flawed if jobs disappear along with the retiring workers. But let’s get back to the issue of skills. Over 40% of workers in both Canada and US have literacy and other basic skills deficiencies in terms of levels what most workplaces today require. The skills list includes literacy, employability, essential, job-specific, sector-specific, technology and advanced. Absence of these skills are viewed as contributing to decreased economic performance, productivity, innovation and quality of life via wage and consumer sustainability. Here are the nine classes of Essential Skills as defined by Human Resources and Skills Development Canada. These are considered enabling skills that help people perform typical life and work tasks which provide the foundation for learning all other skills needed so people can evolve with their jobs and adapt readily to workplace change. Reading Text - which involves understanding reading materials, reports and other written or displayed documents, what most of us typically consider as literacy Document Use - completing tasks using different information on work documents in both print and computer media, in the form of words, numbers, icons and arranged data, for example charts, tables, blueprints, schematics, drawings, signs and labels Numeracy - using numbers and thinking in quantitative terms. Writing - writing texts and writing in documents (for example, filling in forms) and non-paper-based writing (for example, typing on a computer Oral Communication - the ability to speak and exchange verbal information with co-workers and supervisors Working with Others - the ability to work alone or with colleagues and work teams to carry out their tasks, co-operation and self-discipline Continuous Learning - the ability to learn, find materials and upgrade knowledge of equipment, safety and other work related knowledge Thinking Skills - five different types of cognitive processes Computer Use - performing and using a computer to the level of the job, also called digital literacy. Employability Skills are directed at young people entering the work force, such as Fundamental Skills in managing information, communicating, solving problems, and using numbers. Personal Management Skills are positive self traits, responsibility, adaptability and safe work, and Teamwork Skills Job-specific, sector specific, and advanced deal with more particular information as per the job. ie. skills/knowledge particular to the job the worker is performing, skills/knowledge that relate to the particular sector and may be defined by a Sector Committee or industry report, and advanced skills, higher level of performance, credential, education or experience. Canada has 3 strategies in place. The Innovation Strategy (2002), The Workplace Skills Strategy (2004-5) and 29 Sector Councils that help employers and workers in specific industries collaborate to address workplace skills issues. The skills strategy has components for recognizing credentials across regions and professions, a credit review pilot project to assess post-secondary credits for job related training and a National Literacy Secretariat to fund literacy programs that prepare people for jobs. The United States has similar provisions in its Workforce Reinvestment and Education Act, expected to become law in spring 2005. England, Scotland, Australia and New Zealand all have similar initiatives. In his summary Michael states that while labour supply is limited, the demand for skills and talent is rising and the competition is global. Current employees are the key to building capacity and Canada must invest in skills development for maximum results. Learning is and will continue to be a major source of competitive advantage. Judith McBride King, Director of HR Management, said both government and private sector firms were experiencing shortages in certain areas which were expected to intensify particularly among mid-level to executive level management, professional, technical and scientific groups. More recent findings have shown the demand is tapering off somewhat now but will be more pronounced in 2010 and 2011. A sampling of the in-demand occupations includes engineers, sales, managers, nurses, geologists/geophysicists, heavy equipment operators, welders, HR professionals, IT project leaders, computer analysts, firefighters and electricians. Organization remedies include developing succession plans, learning and development and retention strategies aimed at keeping skilled workers. In the race for people companies want those who are change-able, adaptable, productive, innovative and impassioned. The top human capital challenges for the next 3-5 years are productivity improvement, capacity to respond to rapid change, and the capacity to innovate. Leadership capability is also important. An aging population is one of the realities for Canada and other OECD economies. The median population age in Canada is now around 38 years, US is 37. By comparison China is 31, India 24.4 and Pakistan 19.4 years. Given this environment Canada needs to make sure it is fully tapping into all the skills and talents of those in communities and organizations, including youth and older workers, women, people with disabilities, aboriginal peoples, visible minorities and immigrants. (As an aside, a recent federal policy review found that 50% of employers are simply dismissing the resumes of immigrants from the pool of prospective employees.) Marianne Chambers, Ontario’s Minister of Training, said that an alarming 30% of high school students in Ontario, drop out of school. Very few of today’s academically biased students have been cultured to think of having a career in trades. Yet in economic terms this is perhaps a better option for many. In terms of salary average a college grad can typically earn an average of $37,000, University grads, $43,000. But a sheet metal worker coming out of a 4-year apprenticeship program will start at $73,000. Canada’s report card on learning, said Judith, has not been that good. Investment in training and development has been flat for 8 years and our productivity results have lagged behind other nations. Only 30% of Canadian companies claim to have an environment that supports creativity and risk taking. Chalk that up perhaps to complacency and the fact that, as U.S. author Edward Gordon pointed out, 85% of our exports go to US. Gordon pointed out that aggressive human capital investment to build a smarter workforce is needed to avert a potential meltdown in smart technology and industry as early as 2005/6. Who expected the world to change, eh?

Benchmarking Intuitive Intelligence with the Intuita ^TM II-IQ Self-Assessment Tool
The IntuitaTM II-IQ (Intuitive Intelligence) Self-Assessment is a practical user survey focused on how well you use your intuitive intelligence in daily life. This survey instrument is designed to give you useful self-awareness feedback that you can use to improve your intuitive skills and provide a simple way to benchmark intuitive skills development. Comparing survey results over time will give you insight into improvement in your intuitive skills and highlight potential growth areas for further development. Main areas of assessment are recognizing intuitive experience trust and confidence reliability and accuracy acting on and applying intuitive information Section - Recognizing Intuitive Perception The details revealed in this section will give you insight on how, when, and where to pay more attention to your intuitive perceptions. For questions 1 - 5 rate each answer as 1 - sometimes, 2 - regularly, 3 - frequently Which of the following do you recognize as part of your intuitive sense repertoire? Score all that apply. Flash of insight ___ Hunches___ Gut "feel"___ Inner Voice___ Dreams ___ "Knowing"___ Deja vu ___ Precognition ___ Sensation of "butterflies" ____________ Other (explain): How often are you aware of an intuitive perception occurring? Score only one of the following. Daily___ Several times a week___ Occasionally___ Never___ Where is your intuitive experience most likely to occur? Score all that apply: at home___ at work ____, during daily activity ___, during leisure activities ___, during commuting___, Other: ___________________ Specific places_____________________. When is your intuitive experience most likely to occur? on awakening, during the day___, at night___, falling asleep___, Other:_______________ Specific times___________ In the past three weeks how many "intuitive experiences" have you had? Score only one of the following: How many times a day do you recognize having an intuitive experience? Score only one of the following: Hardly ever___, once or twice___, Three or more ___ Several times ___ Trust & Confidence in Your Intuitive Abilities; have a positive attitude towards my intuitive experience. 2. I consider myself to have a strong intuitive sense. I trust my intuitive experience currently. I listen to what my intuitive perception is telling me.
I am confident in using my intuitive experience. I value my intuitive sense at work. section 3 - Reliability; Accuracy of Intuitive Knowledge
1. I find my intuitive perceptions to be accurate. I can rely with good authority on information that is revealed to me through intuitive methods.
3. When an intuitive experience occurs for me there is usually a good reason. I find my intuitive perceptions to be mostly helpful to me.
5. I learn about myself and my own "blind spots" through my intuitive experience. My intuitive insight helps me solve problems and achieve success in my work. Section 4 - Acting on and Applying Intuitive Knowledge I act on my intuitive experience. When I get intuitive information I tend to ask more questions or dig further into the issue. My intuitive information is relevant to me in my daily life. I use my intuitive senses to solve problems in my business.
I use details revealed to me intuitively to change my behavior or approach things differently am thankful for the guidance of my intuition.
I use my intuitive information to become more self-aware and more successful as a person.
I am motivated to apply my intuitive knowledge in different areas of my life experience.
I am becoming more skilled in applying intuition in all areas of my life.
I use Intuita processes to help me contact my intuitive intelligence directly. I achieve positive results when I apply my intuitive knowledge in life and business intuitive perception where you have achieved some mastery and success.Need to focus on recognizing your intuitive perceptions 25-40 - Some of your ability is being used, focus on expanding your intuitive abilities and paying attention to success areas. 40 and over - you are successfully recognizing your intuitive experience. Look to expanding your intuitive repertoire in other areas and strengthening existing skill base with practical applications of your perception. You need to focus more on trusting and building your confidence in intuitive experienceYou trust and have confidence in using your ability
You have high trust and confidence in your intuitive knowledge and skills. Focus on strengthening other areas that are weaker.
Need to improve your reliance and increase your accuracy in intuitive experience
Your intuitive experience is fairly accurate and reliable, focus on making them stronger.
Your intuitive information is reliable and accurate, focus on strengthening and adapting your skills in specific life areas, ie. relationships, business, personal creativity. If other areas are high, you need to find ways to apply your intuitive knowledge.
You apply and use your intuition skills in your life and business. Focus on building results.
You regularly use your intuition to gain results in life and business. Focus on strengthening your skills in other areas. ie. relationships, work, personal creativity. What kind of change has there been in my ability to recognize and notice my intuitive senses?
What new areas would I like to become more aware of? How has the frequency of my intuitive experience increased? What times and places am I more successful with using my intuitive skills? How has my confidence level changed? How has my reliance on my intuitive abilities changed?
How has my level of accuracy changed? What changes have occurred in the way I direct and apply my intuitive experience in my life?
What new goals do I have: In recognizing intuition? In trusting my intuitive experience? In becoming more accurate with intuitive information?
In applying my intuitive intelligence with greater skill to these specific life and business areas: Learning Paths – The Evolution of Training A new approach to training is winning accolades from companies who are reducing the time it takes to get employees up to speed by 30% or more. Learning Paths, the brainchild of Steve Rosenbaum and Jim Williams, is making training more realistic and accelerating the development process at the same time. Both Steven and Jim are long-time corporate trainers who together recently authored a book by the same name co-published by Wiley and The American Society of Training & Development) The concept of a Learning Path represents much more than a re-ld terms. Put simply it is a complete rethink of how training ought to work from the point of view of both the company and the employee. And it is concrete, completely and definitively measurable from Day 1. Here’s how it compares to the way training usually happens. The typical training process starts with a needs assessment to determine performance and business needs. Then course objectives are determined and a detailed training program curriculum follows. The return on investment is somewhat nebulous and speculative while quality depends on the content and delivery of the training program. Following the training in an optimal scenario, participants and managers give feedback on content, delivery and performance. But it pretty much ends there. In actuality, the feedback process assesses whether the training program fulfilled what it said it would, not whether the right things were taught the right way to begin with. The process discipline involved with Learning Paths ensures that the right things are taught the right way AND in the shortest time. Learning Paths involves a re-engineering of the basic training process from start to finish. It’s really much cooler than the term implies.Intuitively employers “get” that the payoffs are via both increased profits and employee motivation. It is the “how” they get it that is the most fascinating. The up front measure is Time to Proficiency, which means how long it takes to get an employee performing at an average level. Historically, curriculum approaches tend to fill classroom days with stuff. By contrast, a Learning Path covers the entire learning protocol both in and beyond the classroom. The key to success with Learning Paths is getting very direct with what really happens during the so-called “Mystery Period”, between when training ends and proficiency is achieved. This is the precise interval”, says Steve, “where most gains in learning can be achieved. “Usually there’s a lot of wandering around. Learning happens when someone has time to show you. A lot of things happen after training that ought to be either included in the training or written down. When people get out of training they start to ask questions as they struggle. And they’re usually the same questions all the time. Why wait for people to ask the question? Let’s put the questions back into the training.”

The first part of the process is to map your existing Learning Path. First review the existing training program and what happens after that, then quantitatively establish the performance level and figure out how many days it takes for an employee to reach an acceptable average performance level. This defines what proficiency is required. Here are two examples of different proficiency requirements. The first is from an airline reservation agent. Average performance of an effective employee for this company means handling 20 calls per hour, processing 3 reservations, $1500 in revenue, and a cancellation rate of 3%. The second from a field sales representative is 3 calls per day, $10,000 in sales, 5% return rates and 1 new customer per month. Each parameter of proficiency is captured in a report, statement, or the company data-base. Usually from this point it’s easy to determine how much training costs and how much each day of less-than-average performance costs the organization. Shrinking this time by 30% adds up to a lot of measurable savings and potential profits. And employees are more motivated too because they are learning quickly, and not wasting time in training. This is done by systematically improving and speeding up the learning process by removing unessential elements, replacing theory with more practice and on-the-job coaching, self-study assignments, and creating other learning opportunities that could include e-learning or other components with feedback that replace components of the classroom training program with a designed learning track that works better. Steve calls this part of the process Quick Hits and says that time and cost savings of 30% represent are typical easily achieved results. The process invests and engages supervisors in a direct role as coaches and mentors. But there is nothing ambiguous about this coaching role and it’s outcomes. They are linked directly to proficiency development. “Another factor where Learning Paths have a positive impact is attrition. The majority of turnover happens in first 90 days. Some significant things can be done to address that early turnover by putting training feedback into the hiring process. For example an organization hires nurses for an in-home health care job doing full-time health support. In coming employees who are nurses have an expectation that there is more nursing in the job than patient care. But it’s not that kind of a job. So, if it takes 90 days to get a nurse to say they don’t like it we’ve lost a lot of money and time training that employee. It’s better if they quit on the first dayThe solution is to show the employee up front what the job is and what the conditions are.” how do Learning Paths differ from a competency model? Steve described it this way. “Doing a competency model can help you get to where you want to go by determining skills, knowledge and attitude. But this breaks it down into very small pieces. When one of those pieces is done together with other pieces that’s another competency.” “As an example let’s look at a Call Center. You need to be proficient on the computer, you have to have good communications skills to talk with customers and you have to know and be able to explain the products and services they offer. But you need to do all of this at the same time. That’s what proficiency is, the linkages among the skills and groups of skills that are done together.” Learning Path project successes have been achieved with major enterprises both in North America, Europe and in India, proof that the method works internationally and in multi-national companies. Smaller companies too, where finances and resources might be more constrained, also have a lot to gain from this methodology. The best part of Learning Paths? They work. And they achieve results through involvement and buy-in from all stakeholders involved in the training process, executives, HR Managers, trainers, and most importantly supervisors and employees. The Problem of Occupational Stress article was published in Training & Management National Magazine, India in May 2004, in HR.com (Global & North America) June, 2004, and in Workplace Today (Canada) Work related stress is making news these days both in high profile newspapers and in human resources related publications. And for good reason. Rising numbers of mental illness claims are costing companies both money and productivity and while talk of corporate wellness programs has been plentiful, very few companies actually have implemented one. In March 2004, the Conference Board of Canada held a conference on “Workplace Health and Well Being in Toronto” where delegates from among various industries got together to hear presentations and discuss some of the latest findings. Virtually all of the 110 or so delegates were from companies that either sold service in the wellness industry or already had some sort of program in place – clearly the enlightened few.

Stress, anxiety, and depression are the concerns that plague companies and employees the most. The Canadian statistics aren’t pretty, even for a country that is considered small by population. In 2002:92 million work days lost avg. 9 days lost (up from 8 in 2,000) $16 billion in lost productivity measured by cost of lost time only indirect costs are estimated at 2-3 times that or $33 billion Where does all that stress come from? A number of factors but the one that was most predictive of stress was the employee’s relationship with the immediate supervisor. Apparently good management pays off. Bad management costs money. Some of the drivers of stress according to Mr. Joseph Ricciuti, an executive from Watson Wyatt, one of the leading health management firms in North America was the level of productive engagement of employees which included job satisfaction, effective management, innovation support, employee confidence, health related benefits and compensation satisfaction. Relevant predictors of stress levels include turnover rate, absenteeism rate and productivity rate. A significant emphasis was placed on “presenteeism”, that is an employee who is at work and present in the mental and emotional sense. It seems that a good number of workers who are on the job have their priorities focused elsewhere so that even if they are physically at work, they are not fully engaged in what they are doing, leading to downgrades in productivity. Worthy of mention was the following. Apparently in the U.K. companies can now be sued for causing unnecessary stress. The test of proof is by survey showing a majority of employees are affected by high demands of their efforts and these efforts are offset by managements high control leading to levels of extreme frustration. No such legal mechanism exists here in Canada. Workers compensation boards have just begun to recognize stress claims in certain circumstances. Prior to this they were very difficult to justify and prove. Setting cost aside, for every dollar invested in fighting stress companies generally get a return of 3-6 dollars, showing that prevention pays both tangibly and intangibly. So why still the problem? It would seem a due diligence duty to have a stress management program and wellness program. However, there’s one problem with that. Significantly stressed or depressed employees tend to be off work for weeks or months. After an initial 8 to 10 days of absence or illness, insurance and benefits programs kick in to bear the costs, so effectively the costs disappear in the benefits programs and then the employee becomes a patient of the government paid (or rather population paid) medical system. So the costs beyond the first few days are off-loaded into the public health system. One of the other factors that influences employee health is a sedentary lifestyle. With computers and sedentary jobs replacing the old work world people have become more accustomed to less physical and less healthy levels of daily activity. Complicate this with poor dietary choices, fast foods, and commutes, this factor alone can contribute significantly to the problem. The rest of the problem, unsatisfied work experiences that lead to people feeling busier than ever but unfulfilled is easy to understand. Companies, still holdovers to the factory mind set of productivity, have not changed too much since industrial times. Much of the work now produced is intellectual not physical which requires a different set of expectations. More expectations of productivity, when the political environments and cultures of companies are less than happy, can lead to frustrated and burnt out workers who don’t feel appreciated. Human beings are not machines, after a project that has been all consuming and requiring overtime and strenuous effort they need to recharge. They need to be stimulated in the mind and the heart. They need play, control over their work and results without unnecessary management interference. To do this successfully requires a completely different management style than in the industrial age and different roles for managers, like coaching and mentoring. In many ways the highly productive workforce requires a complete reversal of the traits industrial managers were known for. Ontario still leads the pack for the highest level of stress in Canada. Why? Again this is easily explainable. It has the most workaholic culture in Canada particularly in the Toronto region. Add an average 1 hour or more each way for commute and you have a person spending many difficult hours at work with very little left over for family and friends. It is not necessarily the marginal workers that are suffering. It probably affects more of the high performers. The problem is, the declaration of stress carries with it a very serious career stigma, so it is still not likely to be discussed among ones peers or at work, especially at a higher responsibility level. So there is a lot left to be done and a number of good examples of wellness programs to choose from. One of the most significant aspects of a wellness programs is to have a good employee health survey completed by employees with encouragement by management. The survey can highlight early warning signs although typically such a thing would apply to larger more established companies who are the most likely to have a comprehensive health benefit system, like employee assistance programs, family benefits such as extended leave to care for ill family members, children and elders. With the focus of employee changing in Canada, these are the organizations from which many capable employees have already been downsized. We know where the solutions lie. Occupational stress is not an insurmountable problem. It’s one we can learn from. Simply, wellness pays. Good employees are well worth keeping and when people are engaged in their work, everybody wins. Creativity and Innovation Day Started in Canada Spring in Canada is a most welcome change from winter. But you wouldn't have known it yesterday seeing the last of the snow blustering around the sidewalks here. With spring comes renewal and probably the most pleasure we derive from a new season. - the promise of better things.In such a spirit I'd like to tell you about an initiative that started here in Canada in 2001 and spread out in just the 3 years since then to over 43 countries and 105 communities across the world - Creativity and Innovation Day – or C.I.D. for short. It is celebrated on April 21 to commemorate the birthday of Leonardo Da Vinci (his actual birthdate is April 15), the famous Italian painter and inventor whose genius far surpassed the aesthetic realm integrated crossover knowledge from many diverse fields engineering, science, anatomy and the imagination of things yet to come. This is not the first time I’ve written here about innovation.< I have previously written on the topic of innovation and research communities in Canada and Canada’s Innovation Strategy Innovation is a more formal kind of creativity and it is a creativity that is supported through a grant system that benefits universities, researchers, scholars, and industry. grass roots movement driven by people who want to encourage and increase our practice of real creativity in life, business, and society. Creativity and Innovation Day to encourage people all over the world to use their creative capacities to make the world a better place and to make their place in the world better too. It's vision rests on the belief that every person is endowed with the ability to use knowledge, imagination and evaluation to create new and meaningful solutions to meet the challenges we face.” where people can feel comfortable expressing their creative abilities, a place where innovation can thrive, and a system of communication so that people all over the world keep informed and feel part of a truly global event. Canadian company Dofasco Inc., one of Canada's largest steel producers, held weeklong activities last year which included an address from their VP, learning forums held at lunchtime, spotlights on employee artists on their internal website, ‘food for thought’ creativity quotes on food wrappers in the cafeteria, employee musicians entertaining with diverse musical genres, employee inventors discussing their inventions throughout the plant, musical entertainment in the cafeteria, company wide distribution of a mind map of hints on ‘idea generating spaces' and displays of several Science and Engineering Fair Award winners’ projects from a competition open to local area Grade Seven through High School students. This is a great beginning and the support for creativity and innovation needs to grow in the world – a lot! There are some realities in play that limit the amount of human spirit in organizations, among them boring jobs, unjust supervision, restrictive thinking, antagonistic corporate cultures. These are “people-zappers”, they limit the potential of innovation by the main contributors, our so-called human capital. There are things companies can do to liberate creativity and the Dofasco example is great because it celebrated individual creativity. This is a big welcome for other people who may not be inventors or artists or musicians to let them know their ideas are important at work. Other examples on the theme of creative-diversity could be opportunities for career development in different areas. So, it’s a good start. The upward curve is huge. Even the business case, if articulated in terms of Global Innovation Capital is huge. Consider the cost impact of innovation in terms of gross national product and development or even global product – it’s trillions. The cost of failing on innovation is even larger – so it’s a double-ended impact. Even if there is a 20% difference through shortening the research cycle, increasing the development of new products, making better products, the cost is trillions, the benefits, trillions more. And this is not only an industrial problem, it is a societal one too. There are solutions possible for every human condition. All we have to do now is care enough to want to find them. Using Intuition to Make Management Decisions All decision-making requires risk, there’s no sure way to offset either risk or uncertainty. What we can’t risk is to naively continue making management decisions without considering new parameters -- such as learning how to use intuition better. The worst thing a manager can do is steer off in unknown directions with an uncertain future. When intuition is included as a functional management skill-set, a managers’ direction is clearer, more focused and intentional, and arises from an alert, conscious and inquiring mind. Our tendencies in management decision-making owe their habit history to “don’t rock the boat” thinking, “better safe than sorry” and tendency towards risk aversity. What may have been intellectually desirable in the past can be viscerally and emotionally wrong now. Consequences of poor management decisions range from mere discomfort to public scandal, even the possibility of an injurious or contributive action to the loss of life, particularly in the case of a public health concern. Consider the tainted blood scandal in Canada where one decision against testing resulted in compromised lives and health for many Canadians. While we cannot and should not throw away reason in the pursuit of purely intuitive solutions, proper reasoning sense is informed by both the rational and the intuitive. We can take the role and impact of using intuition in management decision-making more seriously by: Appreciating the value of intuitive information 2.) Deepening our understanding of how intuitive approaches can better serve us Learning how to engage these approaches individually and collectively Intuitive information sources extend beyond normal decision-making parameters. The intuitive self, operating in a state of clarity and NOT under stress, knows facts beyond the present, influences beyond facts, opportunities, anticipates problems, sources of assistance, new options, and imagination friendly. When intuitive approaches are summoned they are organically better at resolving issues beneath the surface, richer solutions over time, and can avoid or strategize beyond inevitable obstacles and barriers. They are usually eminently practical, even simple in a complex situation, but they are not simplistic. Very often we forge ahead in a decision mode, which is wrong...because on deeper reflection we might reach out to a colleague to enquire when niggling thought casts doubt on a mutual goal we have. We might work on solving the technology issue first than later on in the project will block our best efforts to date. We might spend more time with a customer to know the issues and needs to find a more elegant solution that increases both the relationship and profit value. We might extend help to someone even though it seems unrelated to the business at hand, but feels right. Down the road they or someone else may come at precisely the right time with an important key or contact. Intuition works though subtle cues, cuts through the senses to work directly with emotions, visions -- dreams, daydreams, images, visceral attraction, inspiration. In management decisions we rarely consider these. We do consult the political terrain, self-interests, and often vaporize honesty and trust. To reach the next level we must put self-interest aside and enable ourselves and those around us with higher motivations. We can distinguish between pure intuitive insight and the less refined sense of “gut feel.” Gut feel is one of many signs of intuition experienced by different individuals but it can also result from following our instinct and experience. When intuition arrives it is both clear and direct, without confusion or emotional conflict. It grows better in an alert still mind than in a stressed one. It is a highly personal individual experience. When a high trust group is engaged intuition can be experienced as a superior collective sense which can evolve and extend the individual ability. Until we become fully intuitively capable we must begin in baby steps. First examine the existing decision likelihood’s from traditional approaches. Then apply intuitive approaches. Here is a fairly simple but quite productive approach. You might be quite surprised at what you “learn” and even how smoothly other areas of your life go. Suspend the intellectual mind - free it for the time being. If distractions and “thinking” stuff come, favor the activity of the free flowing mind. Give yourself time to “purge” stressful thoughts and engage a “watching the mind” stance, like a neutral observer. Look from perspective of the heart - Information content here can be a lot different than the mind. What is there? Does the decision “feel” good, bad, awkward? Why? Let intuition help you discover areas of concern. Ask probing questions that reveal underlying issues/causes that may not be well realized. Look towards the future. Imagine the future. How does your decision rest? Well or otherwise? Ask what events or forces are occurring now that are unknown to you. Listen to the answers. Ask what people can be involved and how? Be receptive to seeing others in new ways. Engage an iterative process. Repeat as needed, informing reason and extending your intuitive reach. Repeat the preceding steps until you reach the place where reason and intuition dance. That is wisdom, actively applied. Management curriculum worthy of learning: Meditation and self-awareness skills Intuitive techniques Creative problem solving and cognitive methods Our greatest challenges today will be surmounted by choices made, not from what we know, but from what we don't. How Intuitive Intelligence Can Transform Business Intuitive intelligence in business, I believe, is such a craft. It's value in business is probably immeasurable but it's worth is infinite. Put this way, it probably costs us a lot more, $, stress, time, resources, not to implement intuitive business solutions than it costs to implement them. And the rewards are certainly an investment that outperforms implementation. I venture to say we could have saved 7-10 of the last 20 years of progress and effort at the start of the "technology-age" by including intuitive solutions instead of allowing the "merely knowledgeable" to lead. Instead we lost intuitive confidence and deferred. It's no secret in the global economy today that we are at the most unprecedented time in our history together, that we have enough technology, know-how and capacity to blow ourselves up or to heal every imaginable human want and to potentially invent any device or thing. Clearly we give destiny a choice of direction according to our imagination (which is largely limited to benchmarking and incremental improvements these days), our collective will and the desires of our souls. our overvaluation of intellectual intelligence and subordination of intuitive intelligence. Let me make the distinctions between the two. Intellectual intelligence is the product of rational thought, known information, facts, details, past performance, etc. The qualities of inspiration, love and desire, while useful, are not required. Intuitive intelligence is quite another thing. When clearly apprehended it is superior to all states of intellectual intelligence. It appertains knowledge from a far vaster awareness, engages the heart beyond space and time, reaches into the domain of unknown events, people, and imaginative potential. It is unlimited, occasionally glimpsed fleetingly but tellingly by all of us. For the most part, and in business life particularly, we are highly functioning impaired people. Only because it seems "normal" to us, we continue. Our current business thinking is rarely recognized for what it is - a habit, of thoughts, meaning, values, assessments, and consequence. Aside from the motivation for profit, most business vision lacks inspiration. The highest imagination, the highest outcomes for a positive pollution-free environment, the highest outcomes for improved health and quality of life will reap the highest rewards. Oh the money will be there of course, but it becomes a consequence of imagination rather than the primary driver. intuitive intelligence in business.1. RECOGNIZE INTUITIVE INTELLIGENCE AS A SKILL WHICH CAN BE CULTIVATED AND GROWN. INTUITION - What is it? Most agree it is a sudden insight, certain knowledge that arrives without "effort", or an inspiration. Intuitive intelligence is a self-referencing system with our own cosmology and meaning. Having an intuitive experience is like having a conversation with truth and sourcing one's own higher power. Unlike "facts" which presume a reliance on someone else's information, intuition is a direct experience and, in that, is self-evident and self-validating. It is either meaningful or it is not. The personal experience of intuition varies from episode to episode, person to person. Often polymodal, it engages sight, hearing, implicit knowledge, or a variety of sense experiences combined. Sometimes it dream-like and has "other-worldly" qualities. Often it is accompanied by a sense of peace. A typical outcome involves learning something relevent you already know implicitly but are not aware of consciously. Usually intuitive intelligence simply arrives but cannot be induced at will. At least, that is the popular notion. But can we? Given my experience with Intuita MindWare techniques the answer is an emphatic YES! Intuition is a skill, a life skill, a business skill and the sooner we get that the better off we will be. And it is immensely valuable - many successful CEO's posses a high level of intuitive ability.

Current learning competencies in organizations are mostly exogenous, which involves taking in knowledge from the external. By contrast intuitive intelligence learning is indigenous - requires an internal learning focus. Implicit knowledge is "revealed" rather than "processed" by the mind. Intuitive learning is accelerated by getting "impediments" out of the way and enhanced through self awareness practices, of which there are numerous approaches, such as yoga, meditation, martial arts, mindfulness training to name a few. Learning is extracted via intuitive processes, learning tools, practices and exacted through application. Unlike fact learning which is rarely questioned in today's busy and dismissive business environment, "trust" becomes the major learning issue. 2. SHIFT FROM VALIDATING INTUITION TO DEVELOPING INTUITIVE CAPABILITY. We need to reinvent the language of business, in it's current form, a predominantly mental approach, intellectual, and derived from reductive science where closed variables, closed systems and logic are norms. Most business planning, projection and decision making models are still based on this arcane language. But science herself has evolved towards a recognition of open systems, interconnection and relationship. Deep rooted objections to intuition can overcome by "scientific proof" of validity. But open systems don't fare well with scientific reasoning. The old paradigms no longer fit the realities that are becoming evident. 3. BUILD AN INTUITIVE LANGUAGE FOR BUSINESS AND CREATE/SUSTAIN A MORE INTUITIVE CULTURE. SUPPORT WHOLE PEOPLE WITH REAL COMMITMENT AND ENGAGE BUSINESS PRACTICES THAT ACCOMPANY THIS. This issue involves WISE DEPLOYMENT OF HUMAN CAPITAL. We stand on a "precarious mountain". We have more technology/info than we can apply with less insight & wisdom than ever before. Underneath the "Talent Retention Issue" there are some hard realities to endure. They are as follows:1.) Human resources are borrowed not owned
2.) Current strategic focus is on "inducing employees to stay, not in identifying the real reason they are leaving.
3.) Knowledge work undermines (2 meanings) the use of human creative apparatus putting such workers at risk of mental enslavement where their creative potential goes into the company rather than into their own lives. This is more serious than it seems. The real issues are psychological. and have less to do with your corporate strategy than you think. Modern business has a very dogmatic way of disarming personal mythology and meaning for workers. This is an affront to the soul. This approach unfortunately doesn't come to terms with the fact that you cannot employ "partial" people and probably hails from the factory era, where hiring was for "hands and feet" while now it's for "brains". People want freedom, both political and economic. Implicit manipulation exists in currently accepted HR development models in that personal opinion, aptitudes, meaning is relevant only as it pertains to a specific beneficial outcome for the company .With economics in a large way replacing religion as the supreme power over our lives economic freedom is the last vestige of unrequited selfhood that the human soul quests for. Given freedom and choice, people will find ways to pursue work or life activities that fulfill their hearts. Taken in a different light, many more overtly fruitful outcomes are possible from an intuitive approach. A whole employee will be happier, more truthful, suffer less stress and when he/she commits himself to a project, it is real. This is so unlike the feigned professional commitment most workers today express. They might have the suit, the language, the company attitude, but it's phony, it's not who they are, it's a role that is played for status and salary. The companies/organizations who will lead success will find a way to help people fulfill their dreams in a variety of ways -- through developing the potential of their employees/staff partners, inspiring commitment with a large vision, and having more open and honestcommunication style that fosters real cooperation. RECOGNIZE THE TRUE COSTS OF BUSINESS IMBALANCE & THE VALUE OF ENGAGING EMOTIONALLY HEALTHIER WORK/WORK PRACTICES. Next we have to face THE HUMAN COST OF BAD BUSINESS ECOLOGY, too much work/tasks, not enough depth, low emotional investment/caring by companies. The real cost of stress is in the billions, and difficult to measure directly. At least 10% of today's workers are "clinically depressed". The low attention span of today's workforce is alarming. Here are the realities that have an impact on innovation Impaired people cannot innovate well. Prolonged misery exacts a toll from even the strong. Most workers today have an imagination deficit. Human capital does not exist solely for the purpose of economic exploitation. The fact is that the "human undertaking" at its roots is a spiritual being. Devotion to a career, employment, or other role or vocation comes ONLY after this. We like to pretend the only reason a person is valuable is for their work. BEING human is the real work, and the more difficult path. How many workplaces exist where you are valued for being your best? At work we value status, money, freedom of assignment, location, office size, decision-making power, and access to information or technology as the end result. And we have the slimy ridiculous kind of organizational politics that accompany this mind-set. No wonder people are leaving in a quest for something REAL for them! The ideal of wealth posited by our economic system has not lived up to our dreams. We have more material things at the price of less time, more stress and less quality of life, leisure and family -- and we think we've got a real bargain. Even developing nations can improve their "quality" of life with more employment, but the real danger is that they become economically "colonized" by more prosperous nations who prefer to believe the "dream" still exists, even though existing proof from high numbers of depressed, stressed and medicated workers tell a different story. There are both risks and opportunities that arise from evolving an innovation culture and a more intuitive workplace. Business leaders fear the inevitable power shifts from having less control over workers, changes in decision making processes, and potential errors that may arise (however they are still occurring) and that some good employees might leave they're leaving anyway). Opportunities result from having more personal meaning, higher commitment, creative solutions, and employee who co-create success, healthier workplaces, and low implementation costs. 5. PRACTICE CREATIVE SURGE. FOCUS MORE ON APPLICATION WITH LESS ANALYTICAL INFORMATION AND MORE IMAGINATION. Next we must OVERCOME OUR USE OF TECHNOLOGY. We've become technologically smart but creatively & practically dumb. Technology, information, tasks and role demands on the job compete for attention. The more "noise" there is, the less clear and effective we become. We need to change the way we mentalize data which is linear and hails from the Industrial Age. It's done in a linear, factory assembly line way, we take information in to a big bin, then we sort it, categorize, sift it, and some workable solutions emerge at the other end. There are no surprises, no guts, no glory, no passion. In fact we display a strong preference for information process automation over change.Human beings are really more like radios - they take in broadcast signals from everywhere. Intuition is like a tuning station making signals clear and cutting through noise and meaningless information. Intuitive solutions involved sourcing from many areas, both known and unknown, solutions emerge in a creative, non-linear way. They are multi - directional, may go apparently backwards, forwards or through dimensional strata. Surprises are important. Opportunity inevitable. Change certain. Self-aware people are better listeners, change agents, relationship builders, partners, are more anticipatory, proactive and trustworthy. 6. RECOGNIZE THE HEART AS AN INSTRUMENT OF SUPERIOR INTELLIGENCE, ENGAGED IN INTUITION. We need a CHANGE OF HEART. It seems we have perfected the art of bloodless heart surgery in the workplace. Performance expectations can be met and exceeded without it's involvement. Singularly this is the "root cause" of stress. Try this short experiment. Experience in your own senses the thought of "having an intuitive culture" vs. "working as you do today." Feel the difference in your heart. Which one gets you more inspired? We need to respond to the heart. Heart intelligence is superior to intellectual knowledge. It is non-local, non-temporal and unlimited. We cannot afford the luxury of dismissing vital knowledge that lies outside traditional knowledge domains. Instead we must allow ourselves to be "guided by rightness", to cultivate emotional investment and personal meaning, making sense with the heart. GET SPECIFIC WITH INNOVATION CAPITAL. START INNOVATION WITH INNOVATORS, SUPPORTED BY INNOVATION COMPETENCIES, CURRICULUM AND DEVELOPMENT PLANS. must develop suitable competencies to attain innovation. Typically they are "self"-competencies. While many organizational learning efforts are aimed at the collective, to be effective, innovation must begin at the individual level. Organizations don't innovate, people do, individuals do. We can jump-start the development of these innovation competencies in a committed direct way -- turning people into innovators, specific ideas into inventions.The future is all about unleashing innovation and invention capacity. To dream, then create. To move a concept from the unimaginable to the imaginable, to the conceivable, and finally the created. For this we must create the organizational supports for achieving it, such as training, establishing both curriculum for innovation and priorities via an innovation training plan. Intuitive intelligence plays a big part here, probably it is number 1 on the list. But there are also several more constituents. After all, once a company has trained for skills in communication, leadership, and decision-making, what is left? The remainder of non-technical training is to extend the creative capabilities of workers and executives. There is no end to this, it is a continuum worthy of investment. SHIFT FROM AN "INHERITED VISION" OF THE FUTURE (descendant view) TO ANASCENDANT VIEW WHERE ALL IS POSSIBLE "EX NIHILUM" (out of nothing.)To attain new visions we must engage our imaginations. The current business practice is adaptive innovation based on implementing incremental improvements. Thus we proceed on the basis of an "inherited vision" (someone else's, usually the industry norm) is operating dictum. If we dream only adaptive dreams we encourage limitation and discourage invention.Pure innovation is something else entirely. It is a new dream, a fresh vision. Our innovation practice can change if we move from a descendant view of the future to an ascendant view. All human performance evolves from actuating a dream in a way that is personally meaningful. Ultimately everything was made from nothing. You Can Build An Intuitive Organization This article originally appeared in Chief Learning Officer magazine, ww.clomedia.com. use intuition in business has been steadily gaining in respectability over the past few years. The trend is poised to escalate for good reason. Too many CEO's and executives have "gotten it wrong" at the core of business strategy. Many are now asking questions about how to "get it right". The way to do this may have a lot to do with getting more intuitive in business. softer skills - like intuition - have high capability to influence better results in productivity, performance, cycle time, responsiveness to the business environment, adapting to change, and innovation. Each of these directly impacts profit, success and survival in the business arena. It is now good advice for companies to think about ways to develop intuitive competencies and build collaborative intuition into business processes. This is not your mother's intuition. It goes beyond gender, role and culture as an attribute of higher integrative intelligence. Based on research in learning and cognition we now accept that intelligence has many different forms. Perhaps, considering the abject failure of logic and reason to be solely and accurately predictive of accelerating whole-scale change, this is why we have a better appreciation now for intuitive intelligence. We know that to thrive in today’s globally competitive business environment we must find better ways to get intuition, recognize it, become skilled in using it and responding to our insights. Intuition knowledge in business needs to be relevant, current and framed in the language and multiple contexts of the business environment. People in organizations, while maybe lacking in collective intuitive skills, are the only ones with the ability to apply and use the information together with the know-how to achieve results. Intuition is a fuzzy subject and more an art than science. While it’s true that most of us are better at deriving predictability through logic as a result of excessive schooling in learning to think like a machine, intuition has an important place - in strategy, business intelligence, leadership, learning and performance and in innovation, solving problems and making decisions. The direct application of intuition in business today needs to be defined and articulated. In the past, most breakthroughs in an organization occurred within the executive ranks. In the future, the expectation is that more breakthroughs will occur at an operations or implementation level. So it's time to position and place our evolving cognition and awareness in the right places. Speed is no longer enough if it is the byproduct of an outmoded thought process. Intuition is instant. Let's define what kind of intuition we are talking about here. Intuition is typically information that arrives suddenly without expectation or effort, an insight, sudden flash, an "aha", or a clear sense of knowing. Given the complex scenarios and interconnectedness of the issues that businesses face, the sense of intuition is often a superior cognitive sense. It binds results from several areas in a very rapid time frame and brings with it, when perceived correctly, a clear certainty about a favourable or unfavourable outcome at a future point in time. There are two kinds of insights. One that is purely intuitive, coming from "unknown" information, and the other kind that comes from experience. Experience in the evolving world is becoming less important than learning to adapt to a future that will be different from the past. So greater development of the first kind of insight becomes more important as a competency. The sense of intuition occurs at an individual level - a problem for some organizations because the histology of corporate development has evolved from a sense of collective purpose in which individual will is subservient. If intuition is to work, a culture has to accept that the individual can contribute more to the collective, and from this increased contribution, the collective learns more. So, in a sense, the nature of a group business mind will have to change because individuals are, well, individuals. They evolve, learn, and acquire skills at their own pace. While in a learning mode chances are we will have make individual perception more important than group perception, until the group as a whole begins to integrate and think intuitively together. That will come, later. In the beginning you can expect to be much more experimental. The top 3 competitive issues for all business - innovation, productivity, and skills - will all realize significant forward impact with a more pronounced intuitive competency in business. When you consider that foreign jurisdictions, like India for instance, which has been experiencing high annual growth for several consecutive years now, uses more holistic models for business and learning, the reality hits. Your global competition is already beginning to cultivate these skills. organization and cultural factors that are prerequisite to developing collective intuitive skill. These include a high level of trust, a strong value for individuals, good communications and a culture that enables rather than suppresses risk taking. Realize that getting intuition into your business doesn’t mean leaving everything else behind, it means bringing in some new and exceptionally valid forms of perception in ways that extend our capability to be successful humans and have successful businesses. Here are some ways to get intuition into your business, starting at the top Vision and Strategy Vision is first. A vision that is conceived only mentally falls short of its ability to move people. When strategy itself doesn't fail a company, the rest of the failures happen on the next level - implementation. intuitive vision includes a bigger picture, it includes the emotional and passion-factor of the vision. Vision therefore must, engage the heart and inspire. This drives commitment, which is the leverage factor in implementation. It is well worth taking the step before strategy is formulated to get quiet, take a step back, become reflective and feel this vision. Get it right at the vision stage and you and your implementation team won't have to strain to implement around what's lacking. Results will be easier to achieve and people will feel more energized along the way. Readiness? Have receptiveness at the executive level to include intuitive cognition in putting together a vision? Accept that integrating some of the feeling/emotional information can make your vision more complete? Have a clear picture of what you want to achieve and why? Willing to work on it until it feels complete with no exceptions? believe that vision is the most important step? Do you trust each other? Are your executives unlikely to use intuition as a way to force their personal opinion on others? Can they work with this openly and willingly? What To Get your vision clearly, completely and distinctly before you determine your strategy. encourage your executive team to deliberately suspend the intellectual cognition for a specified time, preferably overnight or days, go for the felt sense, the meaning, how compelling the vision feels, it's visceral attractiveness. Allow time for individual reflection, then come back together as a team and bring the insights to the group without counter argument or evaluation. Only allow questions and discussion that are directed towards understanding. Then disengage to reflect again for a day or two before returning to the group and deciding. You will likely be in a much better place to determine strategy. Invite people on your next level or two levels down to try on your vision and see how it feels to them and listen to their insights. If it's not compelling enough go back to the drawing board and work on the missing pieces until you can see clearly where and how you want to be. Articulate your vision in the present sense as if it existed today. Once you decide strategy, determine if it has legs. Is it mobilizing to your leaders and implementation group? How does the energy commitment feel? Does it feel fast, exciting, sluggish, difficult? If the energy isn't right, change the strategy until it feels right. Once a strategy has legs, then give it running shoes - an implementation team. business Intelligence Processes Formally include intuitive information as a feedback loop in all forms of intelligence - environmental, market, competitive, and organizational. As an information parameter, this can act as a high value adjunct to other data you collect. Keeping intuitive data separate gives it the significance to be important. Distancing it from other forms of intelligence gives people the concentration to perceive it more distinctly and accurately. Include processes that differentiate purely intuitive information, which is valuable, from other forms of emotional feedback that is not, like fear-based responses, or discomforts like inexperience, resource, or skill deficits that attempt to speak through intuitive feedback because they don't get a proper hearing elsewhere. Be very attentive to your communication processes. are you ready :Does your organization or executive board believe in doing this? Have they prepared a spoken or written commitment to include intuitive feedback as a valid feedback source? Has the organization communicated the business reasons for doing this? Has the development of intuitive skill been included in your training plan What To Do: Build a formal intuitive feedback loop into each business intelligence process, either as a dedicated meeting or as data and documentation input. The type needed will vary between organizations and types of intelligence gathering processes. Give people training in learning how to listen to, cultivate and discern their own intuitive feedback. Whether in groups or individually, ensure that the business environment for intuitive feedback be stress, pressure and distraction free during those times Give enough organizational time so that this mode of sensing is thoroughly experienced, especially when building up skill capacity. People & Performance - When you invite people to become more intuitive at work you are initiating an open change with regard to their whole involvement with your company. Rather than only valuing the person who performs tasks on behalf of your company you are inviting them to become more personally involved, to leverage their pride and care for your corporate vision and results. In order to do this they must find your work personally meaningful to themselves and for the larger cause. While this clearly imposes a potential change in your commitment to your staff it also opens the door for worthwhile mutual gains, better performance and emotional intelligence. Are you ready? Is your vision compelling enough to motivate your staff personally? Have you identified and clearly articulated the human values and results that the work you do together brings to your society and who benefits? Do you deliberately create opportunities for people to grow and learn? Do you provide training and other types of learning or development to your staff? Do you have a healthy, functional and positive work environment and relationships? Does your company deal productively and openly with conflict? Have you defined intuition as both an individual and organizational competency? What to do: Cultivate appropriate language and value for people who use good intuitive sense. Let your leaders and managers be seen to be attempting to use intuition in their transactions and communication with others. Provide training to your staff and leaders in how to develop and listen to their intuition and how to use it to communicate better. Include communication in company newsletters or other formal processes about how intuition is valued with examples. Include good use of intuition as a feedback attribute in performance. Showcase positive results. Use intuition to help identify current and future leaders in your organization. Other Applied processes that benefit from the use of Intuition: Innovation - When used in innovation intuition becomes part of an applied creativity process, among other necessary components, like imagination or creative idea generation. It contributes to having an Innovation Strategy and Training Plan. Making Decisions and Solving Problems – Individuals who use intuition in decision-making can achieve far better results than those that use facts and logic alone. Highly integrated individuals are able to do both well. Specific learning processes can be used to train people on intuitive decision-making. wellness – Intuitive people have a better chance at recognizing the symptoms of stress and can take the steps required for better self-care and reducing burn out. This improves productivity while reducing losses and absenteeism due to stress. Management Development System helps managers assess their personal training needs, teqches them specific management and interpersonal skills, practise skills and set personal improvement goals the Management Development System contains 6 self-assessments, 50 tutorials covering 38 topics, application exercises, goal setting tools, problem solving search tools and online help. The self-assessments cover the following areas :Details on the topics included in the system are provided below. To view specific course outlines for each topic, click on the Learning Category title to review the course descriptions in detail. Managing Employees Adaptive Leadership (Basic and Advanced levels), Dealing with Difficult Situations, Empowerment and Motivation, Get off my back! Are you a micro-manager?, Goal setting / Feedback, Managing Change uman Resource Practices Conducting Career Discussions, Effective Interviewing, Human Resource Legal Issues (Canadian & US versions), Job Analysis, Orientation Programs, Reward and Recognition Programs, Conducting Performance Evaluations Business Planning and Improvement Benchmarking, Interpreting Flowcharts, Measuring Service and Operational Quality, Developing a Strategic Plan, Quality Improvement Teams / Department Manager's Role, Structured QI Techniques Time Management/ My Productivity Time Management, Meeting Management Work Environment Creating a Culture, Team Building Skills, Self Directed Work Teams Communications/ Interpersonal Skills Qualities of Leadership, Managing Conflict, Group Decision Making, Presentation Skills, Facilitating Group Dynamics, Listening Skills Basic Customer Service Skills, Creating a Customer Focus, Know Your Customer, Know Your Competition, Advanced Customer Service Skills, Learning from the Customer, Great Service by Phone, Organization Wide Quality Management managing Employees adaptive Leadership – Introduction and Advanced Empowerment and Motivation – Introduction and Advanced Goal Setting and Feedback – Introduction and Advanced Managing Those Difficult Situations – Introduction and Advanced Avoiding Micro-Management Managing Change The Employee Development System offers a collection of skill-based modules which help employees improve their overall effectiveness. It assists employees to assess their personal training needs and provides a mechanism for working with their supervisor to develop a personal learning and development plan. The system offers an opportunity to practise skills and a mechanism to set and track personal improvement goals. The Employee Development System contains 1 self-assessment, 23 tutorials, 30 application exercises, goal setting tools, and online help. It provides Managers and supervisors with an excellent coaching tool to aid in each employee’s development. Use it as part of your performance management process. If you are not planning training on any of these topics in any other format, why risk having performance gaps when you can use this system to support your coaching efforts. working With My Manager Personal Autonomy and Adaptive Leadership, Goal Setting and Feedback, Get off My Back!! Dealing with a Micro-manager, Coping with Change My Productivity and Development My Career Development, Time Management Skills, The Leader in You The Ultimate Team Player, Managing Conflict, Introduction to Group Decision Making, Dealing With Difficult Situations Customer Service Basic Skills, Customer Service Advanced Skills, Avoiding Rude and Unprofessional Service, Great Telephone Service Listen Up!, Presentation Skills, Making Your Point: Straight Talk Introduction to Quality Improvement: Six Step Quality Improvement Process, Performance Queues: Opportunities for Improvement, Problem Solving on the Job, Facilitating Group Dynamics, Interpreting Flowcharts Customer Service Excellence Communication and Interpersonal Skills Quality Improvement Is it worthwhile to invest in e-learning? Our courses can fulfill 98% of your training needs for less than $1/ day. This pays for itself with better trained staff, improved performance or your next career move OUR EMPLOYEES CAN ACCESS OUR LEARNING PROGRAMS 24/7/365 FROM ANY WEB-BASED LOCATION Scheduling the training your staff need when they need it can be an administrative nightmare. Our bundled curriculum packages of quality training include over 250 modules in key business areas including management, teams, communication and interpersonal skills, sales, quality, customer service, HR, health & safety, and finance. SAVE TIME - GET HOURS OF LEARNING IN 45 MINUTES We realize the time, workload pressures and lost productivity that spending time in a classroom can leave you with. Our modules take 45 minutes to complete, and compress learning from hours of