Blog posts

And one of the best ways to cut out that boring fluff is to enter the conversation as late as possible.

When writing dialogue, it’s also good to bounce quickly back and forth between speakers, like a tennis match.

<p class="" style="white-space:pre-wrap;">Before writing a conversation, take the time to ask yourself what key purpose(s) the conversation will serve. Most often, conversations work to resolve or create tension, establish context, or reveal new information that moves the story forward.</p><p class="" style="white-space:pre-wrap;">With an established purpose in mind, you can begin writing dialogue with the confidence that you're adding value to your story rather than setting readers up for boredom.&nbsp;</p>

One easy way to identify dialogue missteps, however, is to read your story's conversations aloud.&nbsp;If the dialogue doesn't flow when spoken, you'll know exactly where to revise your work.

<a href="https://learningsolutionsmag.com/articles/1108/how-to-engage-learners-with-scenario-based-learning-/?utm_campaign=lspub&amp;utm_medium=link&amp;utm_source=link">Scenario-based learning</a> (SBL) and the inclusion of practice with feedback are much more effective approaches to the development of skill and competence.

And once you know what’s happening, the next step is what I call discretion elimination. This can be applied when people are making decisions that involve subjective judgment about a person. This could be police officers, employers making hiring or promotion decisions, doctors deciding on a patient’s treatment, or teachers making decisions about students’ performance. When those decisions are made with discretion, they are likely to result in unintended disparities. But when those decisions are made based on predetermined, objective criteria that are rigorously applied, they are much less likely to produce disparities.

Directly observing the behaviors of these folks gave me the insights I needed to tailor the solution. The same applies in a learning setting. Go watch that customer service agent <strong>IN PERSON </strong>and see for yourself what they are doing well, what they are not doing well, and what they might be totally missing.

How people work is changing. I've got some tips based on my of working from home.

Most people approach networking from the wrong angle. Rather than going into conversations thinking, “What’s in this for me?” he recommends that you should think: “How can I make this person’s day better?”

This moment crystallized a few simple ideas when it came to Gordon’s approach to people: Kindness and empathy are simple to execute, actions are essential, and you always have to consider who you’re interacting with and how what you do impacts them.

<p>So what is the major takeaway for those who want to be seen as connectors and/or expert networkers? Gordon says the first step is to remember it’s not about you. The bottom line is, relationships get stronger through empathy, service, and creating reciprocity where everybody wins.</p><p>Here’s the thing. Good networkers don’t see themselves as networkers at all—they just want to help people.</p>

So how often should information be boostered? We recommend that you send boosters out in three phases. You can keep this in mind by remembering 2+2+2. Send out boosters after two days, two weeks, and two months.

This first set of boosters should be “recognition boosters.” The strategy here is just to get people to try to recognize the right answer from a list of options.

The second phase of boosters should be sent about two weeks after the training and at this time you should send out “generative boosters.” In a generative booster, the learner does not just recognize the right answer from a list. Instead, they have to think about the topic and then create an answer out of their head.

The third phase of boosters should be sent about two months after the training, and at this time you should send out “integrative boosters.” An integrative booster again prompts the learner to retrieve the information, but this question specifically asks them to provide concrete examples of how they have made use of this information in their job.