THE PAOMNNEHAL PWEOR OF THE HMUAN MNID
Aoccdrnig to rscheearch at Cmabrigde Uinervtisy, it deosn’t mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is that the frist and lsat ltteer be in the rghit pclae.
The rset can be a taotl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe.
Moral: The paragraphs above illustrates the amazing capacity our brains have for making connections quickly and with a minimum of information (and maximum of distraction). So when it comes to communication or team training, do you tend to over-explain? Do you ever carefully consider what’s need to know versus “nice-to-know” relative to training? Or do you spray endless—and needless–content on your trainees, hoping it will somehow “stick”?
Focus on how people learn before you “train” them. “Soldiers and animals are trained,” management training guru Peter Drucker once said, “but people prefer to learn”. Teach them first on the things that cause them the most frustration and how to do things correctly. People prefer “need to know” versus “nice to know” insight.
In today’s world we are drowning in information and starving for insight. Teach team members how to think and not merely “what to do.”
Because if you train only to a process, all thinking stops.