For those of us who have seen the movie ‘3 Idiots’, we still crack up every time we think of Raju answering his professor, how an induction motor started. Well, he wasn’t totally incorrect when he said that it started with a ‘Brrrrrrrrrr…’, but it was surely not what was expected of him!
As I sit here reminiscing the scene, I find it somewhat embarrassing to be able to relate with Raju! Knowing something, and being able to explain it in a clear, succinct way are two very different capabilities. In fact, this is the biggest fallacy of workplace learning. People confuse consumption with learning. They believe watching a video, hearing or reading some text, will make the information stick with them.
Look around your own workplace, and you can spot these people easily. They may say they’re an expert at sales, or a certified Six Sigma practitioner, with a number of certificates under their belt. But ask them for quick takeaways, and they lack the words to explain it.
In all probability, they haven’t retained a thing from that learning activity you put them through.
“The person who says he knows what he thinks but cannot express it usually does not know what he thinks.” – Mortimer Adler
Which brings us to a very important truth about Learning. Application of knowledge is fundamental to learning. A person who reads without pausing, to think and reflect, will never remember or know how to apply anything they read.
So what can you, as leaders in charge of learning, do, to augment learning outcomes of your organisation? Professor Feynman has some ideas!
Learning by breaking it down: The Feynman Way
A simple, yet extremely efficient method to build knowledge is the Feynman Technique. Richard Feynman, the Nobel Prize winning physicist is widely known as “The Great Explainer ”. He believed that to be able to grasp and apply any learning, the key is to make it as simple as possible. Simple enough that you could explain it to an eight-year-old!
As opposed to the practice of memorizing inattentively, this technique focuses on building knowledge effectively for the long run. It’s a simple 4 step process.
Pick a topic you want to understand
Pretend to explain the topic to a classroom, or an 8 year old child
Identify the gaps – the places where you get stuck
Go back to the books, and understand it better
This process also takes care of another crucial learning barrier – the use of jargon. While explaining the concept to someone, you are forced to simplify terms, skip the jargon and get to the heart of the matter, in a structured manner.
If you get stuck, or are unable to simplify something, well, it’s time for you to revisit what you had learnt. Once you’ve completed breaking it down, it’d only be natural for the child to ask questions in return. Go on, until you’re satisfied. If you’re stuck again, repeat the process and complete the cycle.
Over the years, this technique has been leveraged by leaders like Bill Gates, to supercharge their learning efforts.
How is this helpful at my workplace?
Think about the countless hours of training your employees undergo. What are the chances information is coming in through an ear, and flowing out through the other?
What can you do to fix this? Think Peer Learning
Teaching is one of the most effective ways to retain, absorb and apply learning. It brings the feedback loop into the process from the start, where your learner’s first cues can help you understand if you’re in the right direction.
For organisations looking to truly empower their learners, Peer Learning is the silver bullet to ensure retention, sharing and application of learning. And now as organisations reshape as remote and distributed teams, the flow of information is not as easy as it used to be. Most of the knowledge sharing and training happens in the virtual mode, limiting one’s scope to gauge information, ask questions and ultimately learn from the experiences of others. But, why fear when BHyve is here?
BHyve’s peer matchmaking algorithms are designed to help your employees find peers to learn and collaborate with. By studying user needs, preferences and compatibility scores, BHyve can identify learning pairs that would help the tutor and learner in their growth journey.
BHyve’s hero feature, Buzzbox, enables employees to get their queries answered from trustworthy colleagues. Consider it like a one on one collaboration, but better. Employees connect with one another to sharpen their understanding about a particular topic or work process. Through the question asked, the employee answering it gets a chance to revisit the work-flow and update any gaps identified in the process. This way, they not only supercharge their own learning, but also of their colleagues!
The Feynman Technique is a uniquely effective method of maximising learning outcomes at your organisations and BHyve can help you materialize it in your workplace. BHyve’s user flows create a structure where knowledge sharing and feedback loops work on autopilot, and knowledge is broken down to its simplest and imparted in a way that the receiver doesn’t forget.
To make your organisation a true learning organisation, connect with us and schedule a demo of BHyve
Remember “Dory”, the forgetful fish, from the Disney movie “Finding Dory? Imagine running a company full of Dorys. Are you already having a headache? Well, fret not. Ebbinghaus and BHyve know how to help you!
Ebbinghaus who? How can he help me?
Ebbinghaus proposed the concept of the forgetting curve – the decrease in ability of the brain to retain memory over time back in 1885.
Modern workplace research on the theory shows that 50% of newly learned information is lost within an hour. It adds up to 70% of it vanishing within 24 hours. Imagine if you forget half of a new song you started to write and to learn to play on the guitar. You’d probably never get to the chorus!
Just like Dory, your employees face the challenge of the forgetting curve. All the time, money and brainpower that you spend in learning something new will be good for nothing! The moment your employees learn something new, there needs to be revision, application and repetition of the knowledge. If not, any resources spent on training and development of employees go to waste.
The best time to revisit a new piece of information is right after you experience it. For example, you attended an exciting salsa class over the weekend and left with your head full of new moves only to find that you can remember very little of it just a few hours later. Back to dancing with two left feet!
Just like Adam Sandler from the movie 5o First Dates who persuades Drew Barrymore, the girl who forgets everything new that happens to her, to fall in love with her, BHyve is here for you!
BHyve can help you design experiences where your employees share knowledge with their peers. Our advanced algorithms help employees discover and learn from subject matter experts on the go, ensuring teaching and learning is a constant experience.
BHyve’s collaborative learning, will boost employee knowledge retention, and challenge the forgetting curve of your workforce.
It’s always easier to remember things that have a message or meaning behind them. “P. Sherman, 42 Wallaby Way, Sydney” You must have heard Dory repeat these words over a thousand times in the movie! Despite her challenge remembering things, Dory does not fail to remember this address as it was the road to Finding Nemo, her family. For your employees, building contextual learning, through live examples, case studies and success stories means employees understand the application of concepts. Personalised content that is tailored to your employees’ learning will ensure they are able to see the context, and retain it for longer.
Access knowledge anytime, anywhere
Running late for a meeting but need a quick review of last week’s notes? Access the documented knowledge anytime, anywhere. Using Post-its when attending a sales meeting for your company might seem easy but, documenting the information in an organized and logical sequence will help you review them later. When one employee makes an effort to document their learning experiences, others benefit from it too.
Well, with the above tips Dory would have been much more productive and not running around aimlessly. Don’t be like Dory (except for her cuteness, of course)We hope not but, probably an hour from now, you might forget about the forgetting curve which would be pretty sad!
Get in touch with us to avoid this at all costs, we got you!
This question, and the moment after it, is one of the strongest memories I have in my life. In a lovely coffee shop on the corner of 23rd and 8th, reflecting on what I wanted to do with my life was the most significant turning point of my life. That was when I had the ultimate clarity about the direction I wanted to take my career in. That was when I knew I could never take that cushy marketing job and lead an ordinary life. And that’s because the person asking me the question had faith that I was meant to take up something more significant. He presented the possibilities of what I could be, the things I could do, the impact I could create. He pushed me away from comfort and familiarity, urging me to explore unknown waters and pursue a career in technology. A job that led me to build BHyve.
This person, James, is my mentor. A father figure who consciously and subconsciously groomed me to the place I am today. As we look at all the Father’s Day posts on social media, I’m compelled to think about the critical role mentors play, especially in workplaces, as father figures we look up to.
As young graduates passing out of college, we are all advised to seek mentors. We are asked to look for people who inspire us, challenge us, give us hope, direction and a safe environment to fail and learn. But how many of us are fortunate to find mentors that transform our careers at the right time? Mentoring at workplaces happens by chance. You’re lucky If you find someone who sees the spark of talent in you and is willing to put in the time and effort to groom it. Most workplaces are built to get the work done. Employee grooming and wellbeing is usually left to L&D managers and employees themselves.
“Ask for as many coffee meetings as possible. That’s how you will know people, and people will know you.” So I was told, in my first internship. Sounds completely foolproof.
But we all know the tremendous impact a suitable mentor can have on your career graph. In my personal experience, I have reached out to mentors at essential crossroads in my professional life and have gained from their thoughts and suggestions.
An experienced hand
Not through classrooms and textbooks, mentors are able to grow us through lived experiences. They can share their journey and pitfalls and make sure you don’t make those same mistakes.
A looking glass
One of the prominent roles mentors play is being an unbiased lens that can help you reflect on your actions, realign priorities and keep you on track to success. They intervene at moments of doubt, confusion and provide much needed clarity.
Be your fallback option
One of the most crucial things my mentor told me was, “If you feel confident about a thing, go do it. If it succeeds, you would have earned it. If it fails, I still got your back”. This affirmation was vital to push me out of my comfort zone, get me to take certain calculated risks and know, and I would have a fallback.
Can you imagine the risk-taking and innovation a simple statement like this can unleash if every employee at your organisation had a mentor to back them!
Having a father figure at the workplace is a quintessential requirement for any young employee to thrive and reach their full potential.
So today, on Father’s Day, we reflect on our needs at the workplace, our needs to get mentored, our needs to have a human safe place, an embodiment of someone who can demonstrate workplace fatherhood. And again, fatherhood in our context is gender independent.
Employees of young age have an impressionable mind, and guiding them through the tricky corporate waters is what a ‘Workplace Father’ can do! But that begs the question, ‘Why aren’t workplaces driving mentorship in their design? Why aren’t their structural practises to help young employees discover and connect with people who can help them grow? ‘
We want to ask this question this Father’s Day and provide BHyve as an argument to become a platform to give this mentorship. Not leave mentorship as an activity of chance, or even worse, a checkbox activity, but use BHyve to unleash the power of mentoring, guide the organisation’s young brains, and transform them into future leaders. Mentor them as fathers, groom them towards creating their own success stories.
Effective mentorship can also help retain this ever curious and ever-important talent and provides a significant pipeline of fresh new ideas to be cultivated. One of the founding philosophies of BHyve is to simulate these relationships of the workplace with the help of artificial intelligence.
To book a demo with our organisational psychologist to explore how you can use BHyve to launch a Mentor Network at your organisation, Log onto www. https://bhyve.io/
How often have you found yourself stuck in a never-ending loop of web search while looking for a quick answer at work? Normally you’d take a walk to the watercooler, find a colleague who can help you, or just bring it up over lunch with a friend.
But what happens when you’re working from home, and the only being around you is your pet?
A McKinsey report found that employees spend 1.8 hours every day—9.3 hours per week, on average—searching and gathering information. Effectively, 1 out of every 5 employees spends all their time searching for answers and not contributing any real value. This is the ultimate horror story for business leaders across the globe.
The scenario gets doubly serious when you look at remote teams. Remotely onboarded employees are at the risk of asking the same questions, wasting critical time looking for information, since they can’t meet people face to face. Usually, the information they need is very specific, very contextual information. Things that no SEO based Google search can yield. And things that definitely don’t need long painful hours of training. What they need is a quick fix – They need the less is more approach to knowledge!
The ‘Less is More’ approach to Effective Workplace Learning
The hallmark of the information age was access to abundant knowledge available for all. One quick search would lead the user to reams of relevant cases, blogs, tutorials.
But as we transition into the Experience age, time is precious. And so what employees need is not just access to information, but the right snippet of information at the right time. This is the Less is More approach of effective learning.
Workplace learning today isn’t about organising a mass of data on a static webpage and making it available for employees to look through. Technology today enables us to better understand the needs of every user, and create a personalised learning experience that delivers the most contextual, most relevant information from a key stakeholder to the user, in a format that’s easy to consume and implement.
What businesses need is Just-in-Time Learning!
What is Just-in-Time Learning?
Just-in-Time learning is an outcomes-based approach that focuses on giving employees the information they need, at the right time, in the easiest possible manner. It is not having to wait around for formal training or for a chance meeting with the relevant subject matter experts.
Just-in-time learning has evolved from the demands of knowledge-driven and speed-oriented businesses. A basic application of just-in-time learning can help companies drive value in a variety of ways;
It enhances productivity by making information readily available, cutting time and money spent in search
It increases knowledge retention, as employees are able to immediately apply the information gained. The less information actually helps the employees do more.
It increases the learning satisfaction of employees, as they feel more accomplished after using knowledge acquired immediately
One of the outcomes of the evolved working setup of the last year is the cultural shift in how we view work and the value of employee time. Due to hybrid and flexible working style, companies today value the outcomes of the employee, as opposed to hours spent at the desk. So what businesses need is the right technology enablers, who can help employees do more with their time.
BHyve’s hero feature, Buzzbox, facilitates Just-in-Time learning through a very important and underrated asset – Peers!
How Does the Buzzbox work?
BuzzBox is your one-stop feature to get just-in-time answers to your queries. Just follow these three simple steps:
Stuck at a problem at work? Go ahead and post a question with #skillname on the Buzzbox!
BHyve’s smart algorithms immediately locates and nudges the relevant Subject Matter Experts to offer you just-in-time learning
The answers that come in can be marked as helpful, to build a company wide set of FAQs
The next time someone asks a question, the AI will first study existing knowledge and offer the most relevant answer.
With BHyve’s Buzzbox, companies can enable employees to seamlessly share tacit knowledge, build on each employee’s experience and deliver learning outcomes that deliver business value and save crucial time for employees. Information that usually would take hours to find, is made available in 1/10th of the time, in the most contextual manner.
Think about the time a lawyer would save, if they are able to access questions about a 10 year old case, with a quick buzzbox query.
Build a culture of learning and collaboration
Some of the most successful companies in the world look at enabling employees through interdependence as a way to foster a winning culture. From Google to Amazon to Yelp, companies that stand out for their culture look at peer learning, and employee collaboration as key to their repeated success.
Buzzbox can help you build a culture where employees are encouraged to ask questions, and lean onto their colleagues for help without fear of retribution. The interactions and solutions found via the Buzzbox foster a feeling of camaraderie, a sense of belonging and engagement within employees. It unlocks a spirit of collaboration and quick thinking within employees, a value trait that millennials look for in workplaces.
Save time and avoid repetition
A major concern for organisations and a true put-off for employees is repetition of work. 95% of times when employees are stuck at work, the solution has probably been discussed or implemented by a fellow colleague.
With the Buzzbox, employees can locate and connect with these peers, get quick solutions and not have to reinvent the wheel every time they hit a roadblock! The time and effort saved in this directly adds to the company’s bottomline and employee wellbeing.
BHyve can help you unlock value at your workplace!
Buzzbox was built on the idea that knowledge sharing and collaboration should not happen by chance, but by design.
At BHyve, we understand that your employees are your biggest asset. Enabling them with the right technology, the most effective collaborative environment is the key to business success and employee wellbeing.
Corporate Learning Experience and working out at the gym have a few things in common. Remember the first time you went to the gym and picked up dumbbells? I can share with you what happened to me. I went to the weight rack and picked up one of the heaviest dumbbells, naively overestimating my strength. After three repetitions, I realized that this is too heavy for me. Then I went to the lighter segment of the dumbbell rack and picked up the dumbbells.
That was too easy for me, and I did not even feel I was lifting anything. Then finally, after giving a few dumbbells a try, I lifted the one which was optimally challenging me. The first two sets were challenging, and gradually on the third set, it was a task to complete. But I genuinely enjoyed the challenge and lifting that weight. After that day, I slowly started lifting heavier and felt more accomplished in my fitness journey.
Now let me take you away from the gym and give you a peep into a training room at the workplace. You, as an LnD leader, will find two sets of employees during a training workshop :
The ones who are checking their phones constantly and are disengaged.
The ones who enjoy the training session and are thoroughly engaged.
Now when you see this scenario, multiple thoughts pass through your mind.
These employees don’t care about learning
The content seems boring
Maybe they have had a heavy lunch
LnD Job sucks.
But before these thoughts pass by your mind, we need to ask ourselves two simple questions :
Is this too easy for them?
Is this too hard for them?
Even if one of the answers is yes, then we are losing the plot! The answer should be correct in the middle, not too easy and not hard for them. The answer is the Goldilocks Principle of Motivation.
Motivation to achieve something is at the highest when a task either not too easy or too complex but optimally challenging. This kind of motivation gets the best results out of people and keeps the person focused on completing the task and seeking more challenges.
The Goldilock Zone where the learning challenge is just right
Not let us take this Goldilocks principle and attach it to our corporate learning context. With these three proven techniques, one can achieve higher learning completion rates and make the employee want more!
1. Focus Learning Groups :
Clustering employees according to their IDP, existing Skillsets, and learning interests is a great way to set precedence towards unlocking the Goldilocks principle. A great way to identify these focus learning groups is by having a Skill Inventory handy. A skill inventory of your employees is a list of all the skills your employees possess and the ones they want to learn. By having this, you can put folks with similar expertise in a learning environment.
This group can set expectations, assess their current knowledge depth and then curate a slightly challenging learning module for them accordingly. This initiative will increase enthusiasm for them to achieve that learning task, but they can feel that they are sailing in the same boat and the same direction. This practice significantly increases their chances of completing their learning chances. Here you can learn how BHyve is helping corporations to create their Skill inventory.
2. Gamifying the Corporate Learning experience
Most video games use this principle to retain users onto their games. If the game is too easy, they find it boring, and if it is challenging, they find it unengaging. Similarly, if the learning paths and IDP are gamified, the employee is always seeking the immediate tasks, which can gradually increase difficulty. This gamified learning can equip the employee with the essential education, and he would be much more eager to take further challenges as his knowledge progresses.
Gamifying his experience can also help him/ her ensure that he knows at what skill level he is and can now start unlocking the newer prospects in his learning journey.
With BHyve, corporations can gamify their learning experiences by attributing points for every collaborative learning experience the employee participates.
3. Continuous Feedback Loop :
The tragedy of the goldilocks principle is that it works in the second attempt. This first attempt should be a conscious misfire to understand which part of the learner’s spectrum is on; The difficult one or the easy one. The learner should have sufficient trust in you, as an LnD Manager, as this misfire is to assess the level of complexity he/she is comfortable with. Post this assessment, a misfire can set the goldilocks point, and the learning manager can deliver the optimally challenging learning tasks.
During this entire exercise, the learner and the learning manager should establish a continuous loop. Think of it as a trainer at your gym who progressively increases your weight while exercising. This mechanism is done by taking feedback from you and helping you go from one level to the next.
A thorough understanding of your employee capabilities and to what extent you can stretch them is the hallmark of a fantastic learning manager. This continuous loop of feedback of the employee’s learning experience can foster a great understanding of the complexity and reception of the initiatives. Plus, the relationship between you and the stakeholders is enhanced and making your inbox a safe place to provide unadulterated feedback.
With a simple fairy tale where Goldilocks tried the hot porridge, the cold porridge, and the optimally warm porridge, we all know which one did she end up choosing. The Goldilocks principle is widely used in understanding intrinsic motivation. This theory can be easily borrowed by learning managers to deliver engaging and challenging learning tasks. Smart and Leaders who have used have cracked this technique have achieved higher learning completion rate, higher learning ownership and
At BHyve, we are teaming with Learning and Development Leaders to create engaging learning experiences. By creating gamified peer learning experiences, BHyve can build bridges between the learning goals and the employees. The analytics provided can find how engaged and committed to their learning goals and how you can effectively intervene with actionable insights.
Please book an appointment with our organizational psychologist to understand how gamified peer learning can help you achieve your learning goals.
As we have stepped away from a central-plan based economy for a decentralised knowledge-based economy, so are the sifts made by organisations and their work cultures. In today’s organisations, creative disruption, adaptability and agility more crucial for innovation driven growth over mere bureaucratic discipline and rigid roles.
Knowledge management for long seems to have constituted core of an organisation’s operation and success, but in the advanced knowledge era we seem to be heading towards, knowledge management is short of to assure organisations’ competence, creating new knowledge which can lead to innovation is necessary, and this phenomenon of knowledge creation ideally stems from knowledge workers from diverse disciplines, experiences, perspectives, motives and world views share their tacit knowledge with each other.
What is Tacit Knowledge?
Knowledge as a whole is hard to define, but is a complex constitute of explicit and tacit knowledge. “Knowledge Creation” can utmost be defined as a “continuous process of learning and un-learning by acquiring new contexts, patterns and world views overcoming previous limits of knowledge imposed by existing information parameters.”
Knowledge from being several workers tacit knowledge mesomorphs to organisation’s new knowledge trough a virtuous cyclical process, to begin with workers have tacit knowledge gained from their work, experiences and encounters, which is then exchanged while socialising with other workers, and this ‘tacit knowledge’ is Externalised, i.e. tacit knowledge is shared trough articulation, self-reflection or observation, and this knowledge is then codified as explicit knowledge, and hence this virtuous cycle of knowledge creation is an unending continuous process, as defined above.
Knowledge sharing is the fundamental part of converting individual tacit knowledge into organisation’s new knowledge, further leading to innovation and organisational competence, and enabling knowledge sharing is not an easy process.
The sharing of tacit knowledge in any organisation is heavily barrier ridden, from individual cultural differences to organisation’s lack of knowledge sharing culture, and lack of intrinsic and extrinsic motivators, and often inadequate realisation of intrinsic motivations in an organisation too.
Knowledge beholden by an individual is of a great deal for any knowledge worker, it keeps him an edge ahead against peers, hence knowledge of strategic importance is not easily shared with other workers to be translated to form organisational knowledge which any gains.
Knowledge sharing which holds to be basis of the knowledge creation and innovation, to happen is subject to workers motivation to share knowledge.
Intrinsic and Extrinsic Motivation for Knowledge Sharing
There are intrinsic and extrinsic motivates that nudges knowledge worker to share, Extrinsic motivates may well promote sharing of explicit knowledge, but is proven to be less useful in case of sharing tacit knowledge, because of complex dynamic nature of tacit knowledge which is emergent and spontaneous, only organic socialisation of knowledge leaders can lead to such exchange.
Also, studies show knowledge workers are not motivated by mere extrinsic motivators such as financial incentives and promotions like workers of pre-knowledge and industrial era were motivated, knowledge workers look for intrinsic motives, such as social recognition, self-actualisation, knowledge and intellect seeking and continuous learning, which in long-run channelise more extrinsic benefits too.
Sharing Knowledge gives you an edge!
Professional growth and career promotion for knowledge workers is not imminent and short-sighted as it was for previous industrial era workers, knowledge workers have to keep constantly self-learning and often un-learning, expose themselves to unique experiences and situations, and learn from them, which gives them an edge by creating newer knowledge.
Virtuous Cycle of Knowledge Creation
When knowledge workers enter the virtuous cycle of knowledge creation, as they socialise and synergise with other workers, they further the rate of knowledge creation exponentially. This knowledge creation at individual level is proven to help individuals’ ability in defining a problem or situation based on a holistic understanding.
Knowledge, explicit and tacit knowledge is of great importance to knowledge holder, but the virtuous cycle of new knowledge creation and innovation is such that, while workers share knowledge mutually, they are not only given knowledge in return from other workers, but it is also perceived from different perspective and contexts which leads to more churn and more knowledge creation.
Intrinsic motivators give workers a deeper sense of satisfaction, where work, knowledge and creativity are valued for the sake of its own, hence motivates workers in sharing of tacit knowledge and further creating newer tacit knowledge, where extrinsic motivates are less effective but are still conditionally necessary.
Over emphasis on extrinsic motivators over intrinsic, and organisation not recognising or unappreciative of workers’ intrinsic motives such as knowledge and intellectual quest is also demotivates and inhibits worker from sharing knowledge, thus falling back on knowledge creation and innovation in an organisation.
Organisations and workers also have to see intrinsic motivation much wider, there is hedonic side of intrinsic motivation derived from pleasuring from sheer competence enhancing, knowledge questing, social networking and socialising, when individuals with such tendencies, who are often highly innovative, creative and intellectual
Knowledge sharing and knowledge creation ends up as mere phantom, unless an enabler and mode exists, the role of ICT is knowledge sharing and knowledge communication is that of an enabler, ability to use technology not necessarily motivate workers to share knowledge but inability or lack of access to knowledge sharing technology demotivates workers and hinder knowledge sharing and knowledge creation in an organisation, hence making it less innovative and in turn less competitive.
Learn more at BHyve which can help you create a culture of Knowledge Sharing within your organisation.
Book a consultation with an Organisational Psychologist today @ www.BHyve.io.