Here are some articles that really caught our eye this month: As Gamers Age, the Appeal of Competition Drops the Most. Strategy is a Stable Motivator. This article comes from Quantic Foundry, a game analytics consulting company. Based on data collected from 140,000 gamers, Quantic Foundry researchers find that competition as a motivator in gaming is related to age. As gamers age, they are less motivated by competition, even eclipsing gender differences between men and women (men are more likely to be motivated by competition). However, strategy is age-stable as a motivator: "We then looked for the motivation that changed the least with age. In our model, Strategy is the enjoyment of gameplay that requires careful decision-making and planning. You might think that strategic gameplay appeals more to older gamers than young gamers, but we found that the appeal of Strategy is the most stable motivation overall." Read this article to see how player profiling matters - and to think how to tie it into gamification. Activity Measurement is a Double-Edged Sword This article in the Atlantic discusses new research from Duke University. The researchers were interested in seeing what the effects of measuring an activity had on the person doing the activity. In the experiment, participants were asked to color in shapes and then rate how much they enjoyed the experience. Those who were given feedback on how much they had colored, did in fact color in more shapes, but also mentioned enjoying the experience less. This doesn’t mean however that tracking is a bad idea - for instance when you want to improve physical exercise or lose weight - but that its effects need to be considered at times. When Sticker Charts do more Harm than Good This article touches on what seems to be one of the most commonplace practices in households with young children - the "sticker chart". I’m guessing you know what I’m talking about - clean your room, you get a good sticker; Forget to mow the lawn - no stickers for you. As the article states, the problem with these systems is that they create a reward economy, where children are only interested in doing an act of good or kindness if they think that they are going to be rewarded. The article touches on the issue of intrinsic VS extrinsic motivation, and how undermining children’s intrinsic motivation can lead to a need to offer bigger and better rewards in the future. But more than that, offering external motivation can actually lead to lower productivity in the long run. The article explains how when a task is done for compensation, the minimal necessary requirement needed to fulfill the task will be the one chosen. On the other hand, when the way by which to fulfill a task is left open, there is a larger chance that out of goodwill and curiosity, employees (and children) will look to see how they can not only fulfill the task, but also go above and beyond. Using games to recruit is more effective, and says something about your company According to an article in FastCompany, recruiting is in trouble. The traditional ways to attract talent aren’t as effective as they used to be, but the completely automated solutions could be discriminating against qualified, diverse candidates. This is a problem a company called CodeFights thought they could assist in solving. The company started as a platform for programmers to propose, solve and discuss coding challenges. But the company has now found it can offer value in the form of a fun, highly effective recruiting tool. Employers can give candidates different tasks that they need to solve, and only those that are able to give the correct answers move on to the next stage in the recruiting process. The FastCompany article explains that this isn’t only for engineers, but is actually being done by more and more companies, looking for different types of recruits. It feels that this is only to be expected since technology is moving into more and more areas in the workplace.

This week’s Fierce resource was originally published by The Harvard Business Review and discusses what factors play into our stress levels as humans, and how to overcome them. Stress within the workplace is nothing new, and all of us have experienced it during our careers at some point. Whether it is a critical boss, a big deadline, or an angry client - they all trigger stress. In the article, Markman explains how stress is an emotional response to our motivational system. There are two components to a person’s motivational system. The approach system is concentrated on accomplishing favorable outcomes while the avoidance system aims to avoid unfavorable outcomes."Your motivational system engages goals and gives them energy so that you can pursue them. Simply put, when you succeed at your goals, you feel good, and when you don’t succeed you feel bad."So the key to relieving stress at its core is figuring out what you are avoiding and conquering that obstacle head on. Seems simple enough, right? Identifying these issues may be more difficult than expected. When we get caught in our daily grind, it is easy to focus solely on the negative elements of our jobs. Instead, in times of duress try focusing on the bigger picture. Hone in on all of the desirable aspects of your job and the long-term goals you want to accomplish. Ultimately the best way to manage your stress is to really understand what it is you are avoiding and to shift your focus to what you can accomplish.Read the article.The post Fierce Resource: Stress Is Your Brain Trying to Avoid Something appeared first on Fierce, Inc..

If your actions inspire others to dream more, learn more, do more and become more, you are a leader. - John Quincy AdamsWhen people think about being a leader and inspiring others, doing something unique often comes to mind. At its core, this is a well-guided strategy. You want to have your own personal style and not be like everyone else. The flaw in going to that reasoning, however, is that the everyday interactions and conversations are often overlooked. While paying attention to the big picture, you can miss the smaller pieces that sometimes make the most impact.So I ask: Do you have regular meetings with your team members or peers that inspire them? Oftentimes, when I talk with people in organizations, the answer is no. In fact, when the people are honest, they say they aren’t inspired by the conversation either. What a waste. Come on, you’re better than that. Your one-on-one time with others can be described as uninspiring and inconvenient or illuminating and enriching. Which would you prefer?This week’s tip is to make your one-on-one meetings with your team members and peers more meaningful. Bring your whole self to the conversation and get curious. Make it about the person you are with rather than about yourself.Yes, it is a simple tip, and yet, why do we keep having lackluster meetings?It’s your choice to set the tone and create meaningful one-on-one meetings.The post Fierce Tip of the Week: Stop Your Useless One-on-One Meetings appeared first on Fierce, Inc..

According to Lucid Meetings research, 55 million meetings occur per day. For average workers that means eight meetings per week. For managers, 12 per week. Meetings can vary from status updates to brainstorming, from company-wide to one-on-one’s. They range from mission critical for completion of a project or milestone to completely useless. And let’s be honest, with so many hours in meetings, it can be easy to go into autopilot.I want to focus on one-on-one meetings, because I see them as one of the best ways to build personal relationships and connections. These meetings give me insights about the person, our team, and the overall operations of the business in a way nothing else can. When effective, they truly give me a pulse on what needs to potentially start, stop, and continue. The catch? I must be willing to REALLY invite feedback and truthfulness into the conversation. It needs to be a safe zone. And I am not perfect at it. Sometimes, it is really hard- for myself, for my team, for the company. The insights are pure gold.So I ask: How would you describe the quality of your one-on-one conversations? Are they robust and authentic? Or shallow and superficial? Whichever qualities you choose to describe your conversations, are the qualities of your relationship with that person (fierce idea: the conversation is the relationship).One of my commitments to myself this quarter is to continue to take my one-on-one’s to a new level. Here are a few tips that I have learned and want to remember:Be consistent. Susan Scott, our founder, states that trust requires persistent identity. I couldn’t agree more. The people I respect most in my life are ones who know themselves and show up consistently. If your team members do not know how you are going to show up from one day to another, they will not trust you. It is your job to stay true to yourself - whether you are having the best or worst day. Ditch the checklist. If you get in the habit of constantly using a list to dictate your conversation, you might miss something altogether. The list of action items most likely will not bring up a bigger issue or challenge that your team member is wrestling with. Start off with open-ended questions. Specifically: Given everything on your plate, what’s the most important thing we should be talking about today?Be here prepared to be nowhere else. This means turning off the screens. Yes, close the laptop, turn away from the computer, go into a room with no windows - seriously. It is easy to be distracted by shiny objects or pinging software. Physically make the space, so that you can be present and fully embrace the moment.Let silence do the heavy lifting. This can be very challenging if you are typically asking the questions. If you ask a question, allow the time and space for your partner to really think about it before answering. If you are exploring a topic together, leave enough room for the other person to engage. Don’t listen to respond, listen to understand. Take your time.Ask for feedback. In a 2011 Fierce survey, eighty percent of respondents who reported a good employee-supervisor relationship claimed that the most important thing a boss can do to create a positive working relationship is to both solicit and value their input. Yes, there is a skill set that can be learned to ask for feedback more effectively, and at the end of the day, it is important to just ask.Perhaps choose one or two tips to try at first. And if you are going to try something new with your team, make sure to be transparent and share your intention, because it can be jarring if you show up very differently (hence, tip #1).Don’t worry about messing up. Remember, a missing conversation is much worse than a failed one.The post 5 Tips for Having a Better One-on-One with Your Direct Reports appeared first on Fierce, Inc..

This week’s Fierce resource was originally published by Forbes Insights and discusses the importance of face-to-face interactions as opposed to virtual meetings.As businesses continue to heal from the economic downturn, travel budgets continue to have slow growth within organizations. Currently businesses rely heavily on technology for internal communication, which has replaced interactions that were once had in-person. Although virtual meetings and conferences cut down on costs initially, are they actually costing companies more in the end?Common answers for a preference towards technology-enabled meetings include saving time, money, and increasing flexibility in location and timing. These are all very practical answers. Saving money and time is crucial to any business - but what are these virtual meetings missing?The answer: The human element. After surveying over 750 business executives, the data shows that face-to-face meetings build stronger, more meaningful business relationships, an enhanced ability to read crucial body language, and increases the ability for complex strategic thinking. In the end, while technology cuts down on costs and can simplify many elements of our jobs, it cannot replace the intangible team building elements that arise from face-to-face interactions. Finding a balance between the two of these is critical for the continued growth of any business.Read the case studyThe post Friday Resource: Business Meetings - The Case for Face-to-Face appeared first on Fierce, Inc..

Oh, the smell of fresh air. Living in the United States’ Pacific Northwest, it is very normal to go outside as much as possible - rain or shine - to our mountains, lakes, and trails. How often do you go outside?While seeing the beautiful scenery is great for our standard of living, it turns out that going outside is good for business. It feeds our anthropological roots, and it fosters creativity. In the NPR segment, We’re Not Taking Enough Lunch Breaks. Why That’s Bad for Business, Kimberly Elsbach, a professor at the University of California, Davis Graduate School of Management, who studies workplace psychology, states "We know that creativity and innovation happen when people change their environment, and especially when they expose themselves to a nature-like environment, to a natural environment."So, what is the easiest way to go outside? Take a walk. Research published in the Journal of Experimental Psychology found that walking anywhere prompts creativity, and researchers found that spending time outside also influences innovation. Making your next meeting a walking one could get the creative juices flowing before you know it.This week’s tip is to go outside to honor Earth Day. Whether it is taking a short walk outside of your office or planning something else, don’t make excuses. Close your laptops and put the phones away.It’s time to soak up the scenery - it is good for your business.The post Fierce Tip of the Week: Go Outside - It’s Good for Business appeared first on Fierce, Inc..

Have you ever seen this super creative and simple ad of Norwegian Airlines? It’s so amazing how hidden gems are revealed in this visual. I was really excited with this week’s scratch-off card e-learning challenge. Scratch-off effect has an element of surprise while you’re keeping a coin in your hand you’re wondering what’s going be under the scratch-off area. I immediately matched the ad seen the other day with my project idea for the challenge.As I currently live in the UK, my first choice of

Inbuilt within Learning Space is the option of multiple reports that track activity within a module page. This monitoring feature can be particularly useful if you are wanting to gain an insight into the popularity of content or to track use of a activity, such an assessment hand-in point. Tracking engagement and module activity helps teaching staff to reflect on the activities and resources made available to students through the learning environment. As an example using the Activity report academic staff are able to check the amount of views per resource, along with most last accessed information. Using this information staff are able to assess and evaluate content, in addition to keeping resources current. Reports can also be used to track an individual’s engagement, highlighting their activity or actions of a specific resource. Additionally real time reports are available should you need specific information, detailed to the minute they are particularly useful for monitoring online assessment. Should you wish to make use of the report function within Learning Space we’ve created a guide to give an overview of all the options available, and as always the team are on hand to advise if you have any questions or queries. Guide - Using Reports to Evaluate Module Contentetsupport@falmouth.ac.uk      

I spent this morning reading two journals from a professional development organisation. What started off as a curiosity and relaxing half hour with a coffee, quickly became a deeper reflective exercise. There were numerous articles about individuals which read as egotistical narrative CVs. Written with a huge ‘past’ orientation, they were celebrating the contributions of these individuals to the profession and whilst presenting mildly interesting (often personal rather than professional) facts, there was very little about future vision and mission, strategies for collaboration and achievement even survival of the profession although several talked about ‘dreams’. It was more about ‘I’ than ‘we’ with little about developing the field, the knowledge base or the future impact of the profession. I felt a sense of stagnation and a frustration with a lack of knowing about plans for bright horizons. So … what did all this have to do with me? Accepting that I have a future orientation and little interest in a past that cannot be changed, the big focus for me was the lack of ‘alignment’ or collaboration with others. There was so little coherence and connection that the journals seemed to be a micro example of how the world is living today. ‘Alignment’ is both a state and a process. The state being part of the identity that comes from membership of the profession or specific organisation, and in this case  the overlap between the individual identity and that of the peer group (Dutton, Dukerich & Harquail, 1994). Alignment is an unconscious, immediate, unified response without detailed planning, task analysis and allocation of roles in an environment that is ever changing. It is about an evolutionary, flexible and trusting move forward in harmony to build a successful outcome where all contributions are respected and built on. It is about unified growth! The process comes from the joining of the ‘I’ and the ‘we’ and how the professional unconsciously changes or evolves to stay in balance (Kreiner, Hollensbee & Sheep, 2006). It can be debated as to whether ‘I’ the professional, exists. This could happen where a professional is a sole trader, and holds the individual identity of ‘being’ the organisation or the profession and the associated responsibility, and is therefore disassociated from the team/group and a sense of belonging to a collective. Professionals need to review both intrapersonal and interpersonal ways of working, at the same time working collaboratively within the profession to aid development. Much is written about identity and previous research suggests a constant search for self and ‘being’ authentic, finding meaning in what it is to be who we are.  There is an interplay or dynamic here between self as ‘subject’ where ‘alignment’ is a quality of experience, self as ‘object’ where ‘alignment’ is a characteristic and self as an ‘evolution’ where ‘alignment’ is a favourable progression and yet is so much more. The higher one’s status in a profession, the more authentic and connected to ones’ self and the  holistic system one has the opportunity to become. This questions how professionals are able to achieve this sustainably when there is so much external pressure placed on them to conform with the expectations of the market place. The concept of alignment is defined as having harmony and equilibrium in their lives, so as to have the composure, stability, authenticity and connection to form a springboard from which to respond to various contexts. This could be ‘intra-alignment’ (within self) or inter-alignment (between self and others) and these integration tactics, go some way to dissolving the tensions between group and personal identity and merge social and personal identity (Kreiner & Sheep,2008). This sense of ‘being’ rather than ‘posturing’ gives us a freedom to work ecologically and in balance, to use the wisdom of the simple, single celled amoeba to retain a sense of ‘core self’, whilst flexing, changing, moving according to the needs of the contexts in which we find ourselves. This ability to continually evolve reduces ‘stuckness’ and enables us to contribute to a profession we will leave as a legacy to a world of which we could be justifiably proud. I debate how it can possibly be more appropriate to work from the ‘safe haven’ perspective, of what could be termed ‘guru status’, (Kreiner & Sheep, 2008) than from taking risks by experimenting with possible selves in order to cause transformational change and whether individuals have the coping strategies to manage this (Kristof,1996). It would appear that the focus of being the ‘docile bodies’ mooted by Foucault (1977) needs to change from being ‘compliant’ to the status quo, and become ‘compliant’ with the much needed change agenda for both the professions and the wider contexts. I leave you with three questions; What are the core characteristics of the identity challenges faced by you today? What individual tensions result from these challenges? How do you align identity work to respond to these challenges and tensions? Dr Sally Vanson is an executive coach, working with identity challenges in senior professionals. Contact sally@theperformancesolution.com for a confidential introductory discussion about your personal and organisational needs. The post Day to day Allignment …. appeared first on The Performance Solution.

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