ATD Footer Logo

Bridget Egan

January 2019 - ATD Links

As a training professional, you know that creating effective content relies on knowing your user. Good training teams are constantly gathering data and conducting user research to adapt and grow with their audience.

Apply UX Design to Your Management

You just can’t beat how easy it is at smaller events like Core4 to get to know the other attendees.

5 Practical Takeaways From My First Core4 Conference

For healthcare organizations, a physician’s ability to quickly connect in a meaningful manner affects patient compliance, interprofessional teamwork effectiveness, and overall organizational safety and quality. The key is to bridge that skill to a consumer-centric environment where the challenge is communicating with others who do not have the same academic and clinical language base and context.
Learning and organization development (L&OD) professionals are sometimes challenged with how to connect and design for this learner population. There are professional cultural norms to consider as well as the ripple effects of lost patient time to complete education dependent upon the organizational structure. The question becomes, how does L&OD implement a valued educational experience for physicians and, more so, physician leaders?
During this webcast, we will explore the physician experience and discuss the importance of verbal and non-verbal communication in their everyday interactions. We’ll also look at the organizational context of safety and quality, and present successful and innovative techniques.
After this webcast, you will be able to:
• Demonstrate why communication is the primary skill physician leaders need to learn.
• Connect the communication skill set IHI Quadruple Aim to clinical and operational “why.”
• Speak to the different instructional techniques that foster an improved physician leader communication skill set.
• Explain the concepts of plain language, cultural differences between disciplines, and interprofessional education.

Physician Leadership Challenges

Megan Bridgett is senior director of Learning Operations and Delivery Resource Management for GP Strategies. She's a leader in training and talent development for over a decade, helps organizations implement, optimize, and increase capabilities in their learning management initiatives.

Megan Bridgett

We created the following list of questions that you can ask yourself to ensure you deliver engaging and successful hybrid events.

4 Questions to Consider When Creating Engaging Hybrid Event Experiences

Your training delivery management may need alignment with what your business actually needs. Read on for tips to ensure alignment in this area can facilitate better engagement, more growth, and increased customer satisfaction.

Five Key Methods to Improve Your Training Delivery Management

Dr. Christina Barss is an experienced industry subject matter expert (SME) in improvement sciences and organizational culture change. Her unique blend of practical, academic, and art perspectives creates custom operational and employee engagement solutions that transform the bottom line. For example, her PhD in sustainable systems design focused on disparately located interprofessional teams in transition during lean transformation at a large, midwestern, urban, academic medical center.Dr. Barss' 12 years in healthcare were filled leading strategic enterprise-level initiatives to improve patient safety, quality, service, and innovation as well as teaching and coaching executives. From C-suite to frontline, she connects seamlessly and guides others in building trust bridges. Her continuous improvement science foundation began in the manufacturing industry. She presents nationally and internationally on design thinking, change management, organizational culture, corporate learning, executive education, and succession planning.

Christina Barss

5 Critical ISD Challenges—and How You Can Address Them

Would you say leaders in your organization tend to be more bold or more cautious when they make important decisions? Not sure? Here are a couple case studies for comparison.Case Study 1:A new CEO took the helm at a technology company and quickly eliminated 70 percent of the product line and announced a partnership with the company’s biggest rival.Case Study 2:At a different technology company, a new CEO was promoted from within, and instead of making bold changes, the CEO began methodically tuning the company culture and carefully analyzing trends and opportunities to refine the directional focus.AnalysisOn the surface, these case studies represent opposite leadership styles, one bold and one cautious. Which would you want to train for in your organization? Is it better to train leaders to measure twice or to teach them that fortune favors the bold?While they appear to be in conflict, caution and courage are both virtues. Knowing the outcomes of each case study adds some useful context.Case Study 1 describes the return of Steve Jobs to Apple in 1997. Jobs made the risky decision to focus on a few products like the iMac and formed a partnership with Microsoft to bring Microsoft Office software to Mac machines. Apple experienced extraordinary growth under Jobs’ second tenure.Case Study 2 describes the promotion of Satya Nadella to the top job at Microsoft. The company was struggling when he took over in 2014 and seemed to be on the fast track to irrelevance. Under his leadership, though, Microsoft has traded places with Apple as the world’s most valuable technology company.Effective Leaders Need Both Caution and CourageThe apparent contrast between courage and caution in these examples reveals a paradox, a tension between two necessary principles that on the surface appear to be contradictory. It’s tempting to dumb down the contrast and talk about different “leadership styles”—one bold, and one cautious, either of which can be effective. This explanation ignores the important reality that every effective leader needs both caution and courage. The traits are like two posts on a suspension bridge pulling in opposite directions. The tension between them is what keeps the bridge in place. For all his caution, Nadela placed big bets on AI, cloud services, mixed reality, and quantum computing. Some of those bets have not yet paid off. For all his boldness, Jobs was intensely data-driven in his obsession with the user experience, not just measuring twice, but hundreds of times and from multiple angles.Both Nadela and Jobs had big aspirational goals that, like a compass, pointed them in the direction they wanted to go. Jobs wanted to fundamentally reshape the way people use technology to create, interact, and find meaning. Nadela has a similar vision for Microsoft that is about empowering every individual and organization to achieve more by leveraging technology. Both leaders also knew they needed short-term achievable goals to measure progress toward those aspirational compass points.The Balance of Courage and CautionTo train effective leaders, you need to help them understand the balance between aspirational goals and achievable goals. They need to understand that all lasting progress is the result of an iterative process of goal setting, barrier analysis, behavior changing, and results evaluation. At Niche Academy, we call this the Progress Cycle.Effective leaders are not born. They are ordinary people who have come to understand and value paradoxes like the tension between courage and caution. Chances are that your team already has people ready to learn and implement the patterns that will move their team forward.

Search results for 'Bridget Egan'

Categories

Refine By

Search results for 'Bridget Egan'

Categories

Refine By

Role

Topic

Industry