Fail Fast

We can’t know for sure when we come up with a new idea, process or strategy whether it’s going to work or not, so trying it out, getting some simple data and adjusting as we go is a quick way to iterate towards success.  This process is known as ‘fail

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Posted in General

How to avoid the trap of creating distractions

In this month’s BMT newsletter I discuss the idea of attention being a limited resource that we should spend wisely. We might also be wise to consider how our behaviour influences what other’s pay attention to. Often people are distracted by things that have very little to do with getting

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Posted in BMT Conference Questions - Answered

BMT FOR SAFETY Health, Safety, Wellbeing and More…

Workshop and Conference 2015 Manchester, UK Workshop: 18th November, Conference: 19th November Are you trying to understand why your current health, safety and wellbeing policies aren’t making the difference you hoped they would? At this event, industry leaders will share insights into how their organisations have achieved measurable improvements over

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Posted in Events

4 distinct levels of personal commitment in meetings

Howard Lees recently pointed out to me that there are 4 distinct levels of personal commitment when it comes to meetings:- Survival – turn up unprepared with no intention of saying anything. Social – turn up unprepared, have the crack, join in now and again. Trying – Turn up having closed

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Posted in General

Stimulus control is not the same as engagement

Here’s a short summary of my conference talk from May 2015: In behavioural science the term stimulus control is used to describe the relationship between a prompt or request and a response. Where responses are considered to be under stimulus control you would expect them to follow a prompt any

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Posted in BMT Conference Questions - Answered

Tolerance of poor performance

Why is it that some organisations have cultures that seem to tolerate poor performance? Poor performance in terms of the service we offer our customers, the service we receive from suppliers, the performance of our people. When we talk about tolerance of poor performance, really we are describing the failure

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Posted in General

Collaboration vs competition

In some organisations the default position is competition – due to the way different departments have been set up to function with each other, each department is responsible for their own objectives, rather than the success of the organisation as a whole. So, consequences are aligned to drive behaviours that

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Posted in General

Who’s got the monkey? Using escape extinction

Most people are familiar with the article Who’s got the monkey (if you’re not it’s certainly worth a read: https://hbr.org/1999/11/management-time-whos-got-the-monkey). Many people people are also familiar with collecting other peoples monkey’s. You attempt to get someone to do something, there’s an interaction with them, you leave the interaction with more

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Posted in General

Super charge your processes with science.

A lot of people rely on processes.  Yet processes cannot drive behaviour, I mean how could they?  A bit of paper, or a collection of papers with voluminous descriptors of what should happen in an ideal world. They are at the end of the day, just ink on paper; a

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Posted in General

How do you help your sales and service teams…

Martin – How do you help your sales and service teams see that support services can help and benefit your core business? Firstly we have removed uncertainty about who actually has ownership and agreed what is line management and what is support function.  Then support function fully respects the consequence chain

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Posted in BMT Conference Questions - Answered

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