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As vice president for Orasi Software, David Hand manages DevOps sales teams and oversees revenue growth for various Orasi solutions and services. He’s responsible for strategies that help customers quickly deliver high-quality, secure software and increase adoption. In addition, David directs the Microsoft Azure hosting practice and leads teams that bring new solutions to market, managing all aspects of sales and go-to-market strategy.David brings more than 30 years of experience in the software industry working with DevOps, analytics and business intelligence, cloud computing, hands-on virtual labs, application security and testing. He has served in various roles from consultant, pre-sales and sales, to leadership positions. Leveraging his extensive knowledge in all facets of software development and delivery, David brings a unique perspective to how technology can provide maximum value to customers.Previously, David held strategic sales positions at SkyTap, Dell, IBM and HP where he was National Account Manager of Disney and AT&T. A graduate of the Terry College of Business at the University of Georgia, David is a frequent industry speaker, trusted media source and active volunteer across various professional associations.

David Hand

As organizations continue to evaluate virtual training options, always consider the following questions.

Train Quickly or Lose Big: Virtual Platforms Are No Longer Optional

Podcast: How to Handle Workplace Conflict with Karin Hurt and David Dye

How to Handle Workplace Conflict with Karin Hurt and David Dye

David Meier, born in Western New York in 1933, enjoyed a long, classical education. He holds an A.A. Degree from Concordia College in New York, a B.A. and an M.A. from Concordia Seminary in St. Louis. In addition he did graduate work at Washington University in St, Louis and the University of Chicago. He worked as a teacher and parish pastor for six years. He then held positions as a training specialist for RCA and GTE. His interest in improving teaching and learning led him to established The Center for Accelerated Learning in 1980 as a teaching, consulting, and research organization. Since then, he has trained more corporate training professionals in accelerated learning than anyone else worldwide. He is considered a pioneer and world leader in developing techniques for greatly speeding 2 and enhancing learning for all types of organizations. He was chosen "Trainer of the Year" by the American Society for Training and Development and has served on the board of the International Alliance for Learning, a consortium of accelerated learning educators and trainers from around the world. He is the author of The Accelerated Learning Handbook, an industry best seller published by McGraw-Hill, now translated into Arabic. His clients include a long list of major industrial, financial, high tech, academic, governmental and healthcare organizations in North America and overseas such as Intel, Apple, Saudi Airlines, The US Government, the Canadian Government, AT&T, Royal Dutch Shell, Boeing, Harley-Davidson, Hewlett-Packard, and many, many more. He lives in Lake Geneva, Wisconsin, with his wife and two sons – who are all full-time partners in the work of The Center for Accelerated Learning.

David Meier

David Lee is the founder of HumanNature@Work. He works with management teams interested in improving employee engagement, customer service, and morale. He has worked with organizations and presented at conferences both domestically and abroad. An internationally recognized thought leader in the field of employee engagement and performance, he is the author of of  Managing Employee Stress and Safety, the May 2012 Infoline "Powerful Storytelling Techniques," and nearly 100 articles and book chapters on topics related to employee performance, which have been published in trade journals and books in the United States, Europe, India, Australia, and China. Referred to as a “pioneer in the field of onboarding,” he authored one of the first industry whitepapers, as well as a chapter on this topic in the second edition of the business classic The Talent Management Handbook.

David Lee

David Yesford, senior vice president of Wilson Learning Worldwide, has more than 29 years of experience developing and implementing human performance solutions around the world. He brings valuable experience, strategic direction, and global perspective to his work with clients. Over the years, David has had strategic roles in his organization’s core content areas of sales and leadership, as well as e-learning and strategic consulting. He is an active member of the Wilson Learning Global Executive Board, with current responsibility at a global level. He has held managing director positions in both China and India.   David is the contributing author of several books, including Win-Win Selling, Versatile Selling, The Social Styles Handbook**,** and The Sales Training Book 2. He is a frequent international speaker focusing on a variety of issues, including sales and sales strategy, leadership, employee and customer engagement, branding, and strategy implementation. He has been published in numerous business publications in the United States, Europe, Latin America, and the Asia Pacific region.

David Yesford

David W. Jamieson is department chair, organization learning and development, University of St. Thomas. President of the Jamieson Consulting Group and a distinguished visiting scholar in other OD programs, he has 40 years'™ experience in leadership, change, strategy, and HR. A past president of ATD (formerly ASTD) and past chair of the Management Consultation Division and Practice Theme Committee, Academy of Management, he is a recipient of OD Network's Lifetime Achievement Award. Dave is co-author of Managing Workforce 2000; The Facilitator's Fieldbook, Third Edition; Consultation for Organizational Change; and Handbook for Strategic HR: Best Practices in Organization Development. He has been published in numerous journals and newsletters and serves as editor of Seasonings, an online journal; as associate editor for reflections on experience of Journal of Management Inquiry; and on the editorial boards for the Journal of Organization Change Management and The Organization Development Practitioner.

David Jamieson

David W. Bracken is principal of DWBracken & Associates in Atlanta. He is also professor of graduate studies in the Industrial/Organizational Psychology program at Keiser University. His work focuses on implementing feedback and coaching systems, as well as strategic employee surveys, performance management systems, and competency models. Bracken is the senior editor and a contributor to The Handbook of MultiSource Feedback. He and his co-authors (Dale Rose and Allan Church) recently published “The Evolution and Devolution of 360° Feedback” in Industrial and Organizational Psychology.

David Bracken

Workplace intrusions—when one co-worker stops by another’s desk for social or work reasons, interrupting their task—are often seen as distracting, momentum-killing, and taking time away from work. But if done correctly, some intrusions are beneficial and even energizing.“We read in the news and books about how bad workplace intrusions are, with co-workers portrayed as ‘time thieves’,” says Mike Baer, an associate professor of management and entrepreneurship at the W. P. Carey School of Business at Arizona State University. “But as authors and researchers, we started to look at our experience. We could think of many situations in which intrusions led to interesting research projects and energized us throughout the rest of the day. So, we questioned whether it was true that intrusions are always bad.”Baer co-authored a research paper, “To What Do I Owe This Visit? The Drawbacks and Benefits of In-Role and Non-Role Intrusions,” with ASU Professor of Management and Entrepreneurship David Welsh, to investigate the dynamics of various types of workplace intrusions. Their results suggest that intrusions may lead to beneficial employee outcomes in addition to the adverse outcomes previously demonstrated in the literature. Specifically, what Baer and Welsh call “in-role” intrusions—when a co-worker comes by to ask about a project or to hand off a task—reengage employees and sometimes lead to enhanced collaboration, while non-role intrusions, like asking about weekend plans, require greater mental energy to switch between and are more important to limit.As organizations navigate the transition to hybrid or fully remote work environments, understanding how in-role intrusions can positively influence engagement and productivity is more important than ever. Here are some tips for mindfully leveraging workplace intrusions:Be aware that trying to avoid all intrusions may cause you to miss out on meaningful benefits. The pandemic has given rise to remote work and situations that are designed to reduce intrusions in many ways, but Baer cautions organizations against policies that cause employees to miss out on the benefits that come from in-person interactions like collaboration and increased engagement.Think of work-related intrusions as challenges that motivate you to work harder rather than as an unnecessary distraction. Challenge stressors—things like time pressure or workload—require people to expand their capabilities to overcome challenges. In-role intrusions can act as challenge stressors and motivate employees to push harder and be more engaged in their work throughout the day.Harness the opportunity that intrusions provide to share information and bounce ideas off your co-workers. The benefits of engagement, collaboration, and helping behaviors are often hidden. Baer’s research found that stopping by a coworker’s desk with an in-role intrusion can become an opportunity for positive collaboration between employees.If you’re a leader, consider implementing work arrangements that facilitate the work-related intrusions that can energize employees and foster collaboration. Seating employees near one another or implementing hybrid work schedules to encourage employees to work in the same spaces can encourage impromptu encounters and feedback that act as challenges to reenergize and focus employees while providing opportunities for natural collaboration.If you’re intruding on others, save your non-work topics for breaks rather than dropping by your co-workers’ desks unannounced. “I would counsel employees to be aware of when and for what reason they are intruding on their co-workers throughout the day,” says Baer. While discussing things like family or extracurricular activities helps build and maintain relationships, they typically have a negative effect on employees’ immediate job performance and should instead be held during a break. 

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