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James Allen

Here's a simple way healthcare professionals can use to manage stress.

Letting Go of Negativity Is Easier Than You Think

Jim and I were roommates at Silver Bay one summer. Ide has developed many exciting new methods.

Letters To The Editor August 1960

Reports on developments in occupational training and development in the U.S., as of September 1969. Commissioner of Education James E. Allen's predicted increase in educational spending by 1980; Number of veterans who are taking advantage of the GI bill's benefits; Teacher Corps program's operation of VIPS (Veterans in Public Service).

WASHINGTON REPORT September 1969

January/February 2026 - TD Magazine

The two-minute rule is a simple yet powerful productivity hack popularized by David Allen in his book Getting Things Done.

Two Minutes to Progress

Focuses on the \`New Orleans Times-Picayune' report on the ten most common excuses given by workers, according to the survey conducted by James Bleech of Leadership Development Center in Jacksonville, Florida.

Top ten

Presents abstracts of research articles on training, published in various journals. 'The effects of physical training in a temperate and hot climate on the physiological responses to heat stress' by J.R. Allan in the October 1965 issue of the 'Ergonomics'; 'Value of pictorial embellishments in a tape-slide instructional program,' by Eva L. Baker and W. James Popham in the winter 1965 issue of the 'AV Communication Review'; Others.

Training Research Abstracts

Tamara J. Erickson is a McKinsey Award-winning author and widely respected expert on organizations and the changing workforce – on the shifting relationship between individuals and corporations – and on enhancing innovation and workforce productivity. She is one of the 50 most influential living management thinkers in the world – named in the 2009 and 2011 Thinkers 50, a prestigious, biennial global ranking of business thinkers created by Des Dearlove and Stuart Crainer and published in The (London) Times. Her work is based on extensive research on changing demographics and employee values and, most recently, on how successful organizations innovate through collaboration. Recently, Tammy founded and is CEO of Tammy Erickson Associates, www.tammyerickson.com, a firm of renowned thought-leaders and senior business leaders committed to developing insights into the challenges that today’s businesses are facing and offering a specific set of services that help companies re-shape their organizational practices. She has co-authored four Harvard Business Review articles: “It’s Time to Retire Retirement” (March 2004), winner of the McKinsey Award, “Managing Middlescence” (March 2006), “What It Means to Work Here,” (March 2007), and “Eight Ways to Build Collaborative Teams,” (November 2007), as well as the book Workforce Crisis: How to Beat the Coming Shortage of Skills and Talent, published by Harvard Business School Press (2006). She has also co-authored an MIT Sloan Management Review article, “Bridging Faultlines in Diverse Teams,” (Summer 2007). Tammy is the author of one of Harvard Business Review’s Breakthrough Ideas for 2008, “Task, Not Time,” (February 2008), one of HBR’s Forethoughts on Unconventional Wisdom in a Downturn, “‘Give Me the Ball’ Is the Wrong Call,” (December 2008), and the HBR Case Study “Gen Y in the Workforce” (February 2009). Tammy recently completed a trilogy of books on how individuals in specific generations can excel in today’s workplace. Retire Retirement: Career Strategies for the Boomer Generation and Plugged In: The Generation Y Guide to Thriving at Work were published by Harvard Business Press in 2008. What’s Next, Gen X? Keeping Up, Moving Ahead, and Getting the Career You Want was published in 2010. Her blog “Across the Ages” is featured weekly on HBP Online (http://discussionleader.hbsp.com/erickson/). The research initiatives she and colleagues have undertaken include Demography is De$tiny, exploring the implications of current demographic changes on human resource practices, The New Employee/Employer Equation, developing new and powerful approaches to increasing employee engagement through segmentation, and the Cooperative Advantage, done in collaboration with a team at London Business School, exploring the working practices of over 50 teams in 15 multi-nationals, representing the most extensive academically-grounded study of industry-based team working ever conducted. Her current research is focused on the implications of social enterprise software on the way we work. Tammy is also a respected authority on technology and its implications for business and coauthor of the book Third Generation R&D: Managing the Link to Corporate Strategy, a widely accepted guide to making technology investments and managing innovative organizations. Tammy is a former member of the Board of Directors of PerkinElmer, Inc., a Fortune 500 company competing in advanced technology markets, and a former member of the Board of Directors of Allergan, Inc. She holds a Bachelor of Arts degree in Biological Sciences from the University of Chicago and a MBA from the Harvard Graduate School of Business Administration where she was the recipient of the James Thomas Chirurg Fellowship.

Tamara Erickson

Which scenario sounds like a more enjoyable day at work?Option A: "Construction on our new conference rooms is finished, and the management team has decided to name them Room A, Room B, and Room C. Please schedule meetings accordingly."Option B: "Construction on our new conference rooms is finished, and we want your help in naming them! Email us with suggestions today, and once we've chosen a theme, we'll take a company-wide vote on the official names later this week."There's no question: Option A is a mandate, while Option B is an invitation. A few years ago, the employees at Allen Communication Learning Services were in this exact situation, and when management opened up the conference room naming process to submissions and voting, the outcome was a memorable week of brainstorming, pitching, voting, and finally a series of conference room windows emblazoned with everyone's favorite fonts. Today, employees there go to meetings in rooms named Garamond, Avenir, Baskerville, and Futura, and the event has gone down in company history as a bright spot of company-wide engagement and authenticity.While this may seem like nothing more than a fun little anecdote, the story contains an important thread of truth that weaves its way through best practices in management and talent development alike:Agency Improves EngagementGiving people more choices and listening to their authentic voices at work could be the key to turning around negative attitudes and stale routines. When employees know they have decision-making power—over their own work, schedules, and factors that affect their work community—they are much more likely to produce good work and support a positive company culture. Read on to discover a few of the simple but transformative benefits of increasing employee agency in the workplace.Break Bad HabitsIn the first century CE, Roman philosopher Gaius Musonius Rufus lectured his students about bad habits of the mind, saying,"So in the majority of other things, we address circumstances not in accordance with the right assumptions, but mostly by following wretched habit." (Musonius Rufus, Lectures, 6.25.5-11)Unfortunately, many modern workplaces harbor some truly egregious habits related to productivity and innovation. When employees do their work in a certain way just because that's the way things have always been done, inefficiencies pile up like a logjam in a river. However, moving away from the "way we've always done it" mentality by giving employees greater agency in their projects and planning will break the cycle of complacency, releasing a flood of innovation and engagement that will foster a more productive and enjoyable work environment.Boost Creativity (and Retention)Your company is full of people with different strengths, interests, and skills, but do these unique individuals have the chance to creatively apply their abilities to their work? Low-agency work cultures that value conformity over individuality consistently lead to lower job satisfaction among employees, which correlates with lower quality work and higher turnover. Will Yakowicz, a journalist and podcaster for Inc., explains it this way:Conformity is highly detrimental to the creative, innovative minds who want to build and invent—the very type of people you want at your company. It results in an organization where no one wants to rock the boat, or pose tough questions about how the company accomplishes its goals.If this sounds like your company, let go of rigid roles and foster a culture where people are allowed to express what makes them unique. Make your company a place where you trust your employees to speak their minds and achieve company goals their own way using their strongest talents and passions.Entrusting your people with more creative freedom will open the door to a healthier, more productive culture where employees will experience higher levels of job satisfaction, fulfillment, and retention.Start Small and Think BigEvery workplace is different, and there's no one-size-fits-all solution for increasing agency in an organizational culture. However, a little bit of freedom goes a long way, and even small steps toward more talent-driven work practices can reveal an untapped wealth of engagement, creativity, productivity, and satisfaction.For more, visit https://www.allencomm.com/.

For Better Attitudes, Grant More Agency

In this session, you'll learn how to express instructional content so that it can be readily incorporated into a game, whether using an existing game or inventing a new one. You'll be able to classify games, from games of chance to strategy games, and how to effectively match the type of game to the type of content to be learned.

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