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Andrew O. Manzini

Andrew O’Keeffe is the director of Hardwired Humans and author of Hardwired Humans – Successful Leadership Using Human Instincts and The Boss – A novel based on true stories about bosses. His background is in senor HR roles with IBM, Cable & Wireless, and Hewitt Associates. He holds a bachelor of economics from The University of Sydney. Over the last decide, when legendary chimpanzee researcher Dr Jane Goodall visits Australia she and Andrew join forces to speak to business audiences about the implications of our social natures for leadership. In connecting the leadership of humans with our ancestral past, Andrew has spent time talking with ancestral elders about their approaches to leadership and social harmony, including the San Bushmen, the Himba and the Maasai.

Andrew O'Keeffe

St. Charles Hospital is a 243-bed community hospital and rehabilitation center. Part of the Catholic Health Services of Long Island hospital network, St. Charles has served the community since 1907.The hospital’s healthcare providers use Epic, an electronic health record system (EHR), to communicate patient information such as medical history, diagnoses, and treatment plans. The system contains a specific type of order for nearly every request, from medication to laboratory tests to patient care instructions. For the occasional note or request that does not have an existing order, healthcare providers use a nursing communication order (NCO), which is not routed through the system’s usual channels.In early 2015, NCO was changed to generic procedure order (GPO) in the EHR. It wasn’t long before Andrew Osso, the hospital’s Epic credentialed trainer, and Joan Grothmann, the hospital’s Epic operational lead, noticed that providers were using GPOs more frequently even when an order already existed in the system. This caused delays in patient care because the order, which frequently contained vital patient information, was often invisible to the departments that needed to view it. Osso and Grothmann implemented a performance support initiative to identify and educate providers who used the EHR incorrectly.

St. Charles Hospital: On-the-Job Performance Support to Improve Patient Care

Through the lens of human instincts, there are nine fundamental decisions leaders make in implementing change.

It’s Smarter to Work With Human Nature

Seasons of a Consultants Life

ATD developed the talent development framework and puzzle to help practitioners understand the different components of talent development, and how organizations can build their own frameworks to address their unique needs. This blog series explores each component of the talent development framework, why it’s important to the field, and what resources ATD offers to practitioners who want to learn more.Employee EngagementEmployee engagement is a critically important topic for talent development professionals. Gallup’s engagement survey shows that only 13 percent of global employees are engaged. This leaves 87 percent unengaged, indifferent, or actively disengaged. Statistics like this are alarming, especially when considering that employee engagement may determine the eventual success of a company. Gallup’s research shows employees who are actively engaged bring more discretionary effort to their work and contribute more in terms of innovation and growth. A culture of engaged employees may result in lower turnover, fewer safety incidents, lower absenteeism, and higher productivity, to name a few benefits. ATD’s research for the talent development framework shows that employee engagement is a core component for talent development efforts in many companies. Employee engagement grows when there’s one objective in mind: to put the employee first. Employees who are treated with respect and loyalty feel valued by the organization. Understanding the top five barriers to engagement is beneficial for talent development professionals. According to Andrew Graham of Forum Corporation, unappreciative or unhelpful management is the single most demotivating factor in the workplace. When employee engagement is a known strategic goal for the company, working toward it becomes a daily objective. Engagement first comes by acknowledging basic needs such as belonging, enjoyment, and recognition, and then overcoming them through education, balance, and demonstration. Investing in employee engagement and talent development practices may have a more cost-effective and meaningful result than new compensation and benefit plans, according to an ATD study. We’ve assembled some additional resources to explore:• Learn why employee engagement is so essential to your organization. • Take the first step in creating a world-class and engaged workforce.• Take the steps to overcome barriers to employee engagement. • Calculate the return on investment for your employee engagement program.• Evaluate your employee engagement strategy.• Measuring the Success of Employee Engagement by Patti P. Phillips, Jack J. Phillips, and Rebecca Ray• The Manager's Employee Engagement Toolbox by Peter Garber• Coaching Employee Engagement Training by Peter Garber• Motivating Employees in the Digital Age by Sharlyn J. Lauby• Creating Engaged Employees by William J. Rothwell• For more information on training delivery and other major components of talent development, check out the ASTD Handbook, 2nd Edition (Now TDBoK™ Guide, second edition).

The ATD Talent Development Framework: Employee Engagement

Andrew Bishop has been working with learning technology since the late 1990s when he hand-coded lesson plans in HTML and built the first online courses at Amazon.com. Along the way he’s been a classroom trainer, an e-learning developer, a people manager, and de facto product manager for internal learning applications at Verizon Wireless. His current product, the Learning Album, won a 2012 Silver award from Brandon Hall for best advance in unique learning technology. Andrew lives outside of Seattle with his wife and two daughters. He firmly believes that a humanities degree can prepare you for anything life throws your way, however he has recently taken up Kung Fu just in case.

Andrew Bishop

As director of marketing at Rehearsal, Andrew Sizelove is responsible for thought leadership and implementation for brand, product, industry partnership, and digital strategies. From product development in orthopedic medical device early in his career, he quickly jumped into product management, marketing, and sales. Having had sales responsibility himself, he has built, trained, and supported sales teams with a solid understanding of the role and its challenges.Beyond multiple U.S. patents, and over 1,000 live surgeries as a subject matter expert, the highlight of Andrew’s career was his pivotal role in positioning Synvasive Technology for acquisition by Zimmer in 2012 (now Zimmer Biomet). After the acquisition he lead the transition work to fully incorporate Synvasive’s products into Zimmer’s portfolio and provide training and support for their sales force.

Andrew Sizelove

In today’s competitive business climate, companies must constantly improve their products, services, and human capital, or be replaced by smarter competitors. Learning and development programs have a crucial role to play in this effort … provided the knowledge they impart is transferred to the work of the organization. Enter the six Ds of breakthrough learning: Define Business Outcomes.Design the Complete Experience.Deliver for Application.Drive Learning Transfer.Deploy Performance Support.Document Results. Larry Jacobs interviewed Roy Pollock and Andrew Jefferson_, authors of The Six Disciplines of Breakthrough Learning_ and facilitators of ATD’s Learning Transfer Certificate Program, for HR and Training Radio. They discussed how to apply the 6Ds—and turn training into business results.Check Out Training Podcasts at Blog Talk Radio with Training and HR Talk Radio on BlogTalkRadio

Inside the 6Ds: An Interview with Roy Pollock and Andrew Jefferson

 _“Some people worry that artificial intelligence will make us feel inferior, but then, anybody in his right mind should have an inferiority complex every time he looks at a flower.”—_Alan Kay Raymond Kurzweil, the director of engineering at Google and a renowned futurist predicted in The Singularity Is Near: When Humans Transcend Biology that by 2029 computers will be cleverer than humans. While such a mindboggling prediction can be a matter of debate, there is little doubt that in the future machines will be much more sophisticated than what they are today. Indeed, these smart machines will be able to learn on their own—without human intervention—using technology!   Erik Brynjolfsson and Andrew McAfee, co-authors of The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies say, “Technologies that used to seem like science fiction are becoming everyday reality.” Machines that can use such technologies to learn and autonomously adapt to the changes will cause serious disruption to well-established business models. Likewise, Gartner predicts that “by 2017, a significant and disruptive digital business will be launched that was conceived by a computer algorithm.” All of these predictions are based on one common observation: Machines can learn exceptionally fast, and it is possible to build machines that can learn without any active human supervision. In fact, several of the top 10 emerging technology trends of 2015, as predicted in a recent report by World Economic Forum (WEF), are technologies for learnable machines. Neuromorphic Technology With advances in machine learning and rapid processing of high volumes of data, the next generation of powerful computing will be built on chips that will process information by mirroring the brain's architecture. As explained in the WEF report, such computers will be energy efficient and will have much more computing power than a conventional CPU (central processing unit). Moreover, these computers will be able to “anticipate and learn”—instead of just responding in a pre-programmed fashion. IBM has already demonstrated this technology in a prototype form through their million-neuron TrueNorth chip in August 2014. Gartner has predicted that by 2017, 10 percent of computers will be learning rather than processing. The report also mentions, that, “The Defense Advanced Research Project Agency (DARPA) and Ecole Polytechnique Federal de Lausanne are funding the SyNAPSE and The Human Brain projects, respectively, fostering neuromorphic computing techniques intended for pattern recognition applications, including facial recognition, object recognition, drug discovery and medical diagnostics.” Emergent Artificial Intelligence We are already seeing significant advancements in artificial intelligence through self-driving cars and automated flying drones. Emergent artificial intelligence takes this step further with machines that can learn automatically by using large volumes of data. Carnegie Mellon University's NELL (the Never-Ending Language Learning) computer system "not only reads facts by crawling through hundreds of millions of web pages, but attempts to improve its reading and understanding competence in the process in order to perform better in the future." Machines with emergent artificial intelligence are not only capable of processing huge amount of information in a short time frame and arrive at an optimal solution, they also can avoid human errors and emotional biases. However, many experts are raising early warnings for potential pitfalls associated with such super-intelligent machines, which will not only replace the jobs of many human workers, but also may eventually “overcome and enslave humans.”    Programmable Material In case of 3D printing, computer readable designs are fed to a machine that can process the design and produce a finished object using additive manufacturing technology. Medical applications of 3D printing have reached such an advanced stage that even a living tissue or a cell can be printed in this process. Other fields of application of 3D printing include automotive, aerospace, electronics as well as housing and construction. Researchers at MIT have pioneered a technology in which the finished objects will be made from “smart materials” that can be pre-programmed. This new technology is called 4D printing, because it incorporates the additional dimension of “time.”   “While 3D printing is purposed around building static items, 4D printing employs dynamic materials that evolve or adapt to their external environment in real-time and in direct response to changing conditions. This ability to transform is embedded within the material itself. Objects created through 4D printing are assemble and alter their structure when the material of which they are composed comes in contact with different conditions, such as moisture or humidity. The ultimate goal is to create stimuli-responsive components, materials that modify their own form or self-assemble new patterns automatically and in predictive ways,” explains a September 2014 Georgetown Journal of International Affairs article. Advanced Robotics Next-generation robots will learn to collaborate with humans to become their co-workers. They will no longer be used only in factory assembly lines and separated from humans by safety cages. The WEF report talks about an example: “In Japan, robots are being trialed in nursing roles: they help patients out of bed and support stroke victims in regaining control of their limbs.” Boston Dynamics, a wholly owned subsidiary of Google, builds “advanced robots with remarkable behavior: mobility, agility, dexterity and speed.” These robots can walk, run, and climb in a variety of terrains and surfaces by learning to deal with environmental variations. An interesting Tech  Times article discusses how researchers at University of Maryland are looking at whether robots can learn a skill, like cooking, by watching YouTube videos.  Apart from the five technologies mentioned above, technologies that are going to impact our lives in a profound manner are Big Data, Analytics and Internet of Things (IoT). Among these, analytics will be a de-facto technology for a learning machines. Embedded Analytics According to Gartner’s “Top 10 Strategic Technology Trends for 2015,” analytics will be embedded in every app so that it will continue to learn and develop insights on a continuous basis. Such technology-based learning will lead to “advanced, pervasive, and invisible analytics,” through which the apps will be able to intelligently monitor events, gather data, and learn about the context to take better decisions. By continuously analyzing data and by developing insights, these apps will create deep understanding of the business domains. Chris Argyris, in his seminal HBR article on organizational learning, “Teaching Smart People How to Learn,” coined the terms single loop and double loop learning. Argyris explained single loop learning with an analogy of a thermostat that automatically turns on the moment the temperature of the room drops below 68 degrees. “A thermostat that could ask, ‘Why am I set at 68 degrees?’ and then explore whether or not some other temperature might more economically achieve the goal of heating the room would be engaging in double-loop learning.” The article raised the issue of how highly skilled professionals can be very good at single loop learning but miserably fail at double loop learning. With the advancement of technology, we can now have thermostats that are intelligent enough to use double loop learning. Nest Labs, a Google company, specializes in making sensor driven self-learning thermostats and smoke detectors.   Bottom line: Machines will no longer remain dependent on their masters for learning. More importantly, like humans, learning machines will be able to use technology to enhance their skills. B. F. Skinner once said, “The real problem is not whether machines think but whether men do.” The time has come to seriously ponder over the implications of this remark.

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