The biggest challenge for any high quality training

Over the past decade we have learned that HOW your training is delivered is as important to the result as WHAT is delivered. We have also learned that time in the training room is expensive, increasingly hard to get and needs to be used effectively. We shouldn’t waste it on CV recitations by the facilitator, exploration of the groups experience or things we might not know about them, on ice-breakers and warm up exercises, all of which have no scientific evidence to support their efficacy or validity. At New Intelligence we have spent as much time and effort scouring the research about what makes training valid as we have the content that goes into it.

We believe that experiential learning and error recovery-based exercises are critical to cognitive and behavioural change. The aim of this approach is to hold participants at higher levels of sustained arousal and stimulation than most other training seeks to achieve. Accordingly, participants will be placed under controlled stress and emotional provocation at various times throughout the course ensuring they are able to translate the knowledge and understanding into a pressurised work environment. It translates into training in the form of, where possible, replicating the mental requirements of the operational environment without being in it.

This approach also involves the use of Opinion Boards, personal whiteboards on which participants must commit to answers during exercises and reflection in order to remain in the room and participate. Sessions run no longer than 50 minutes with 10 minute breaks during which participants are required to stay on their feet for the duration. Each day of any course has seven sessions; however, we rarely issue schedules because our facilitators require flexibility depending on how the group is responding. Groups for exercises will be formed on the basis of both random assignment and also at the direction of the facilitator as the personalities and strengths of the individuals become apparent.

“What both enthusiast and skeptic miss is what McLuhan saw: that in the long run a medium’s content matters less than the medium itself in influencing how we think and act. As our window onto the world, and onto ourselves, a popular medium moulds what we see and how we see it – and eventually, if we use it enough, it changes who we are as individuals and as a society.”

Nicholas Carr
The Shallows

Programme Methodology

Where possible we will work with you to bring Context to Content. This incorporates us working with your staff to contextualise the exercises with examples and scenarios in order to have maximum relevance to the participant’s actual workplace roles, functions and issues. We use an extension of the Behaviours Assessment to understand how the behaviours you need or don’t want in the workplace are related to the job that your people are doing.

This is not customisation of the content to be role specific but rather adaption of the application of the principles and techniques for participants so they can more easily assimilate them into their day to day activities.

We hope you enjoy the experience that we intend for our website. We do not intend for it to be a sales tool. We do not believe it should convince you that we are the answer to your problem. We want it to be somewhere for you to explore and see if we are worth your interest and effort. If you are interested and prepared to expend a small amount of time, contact us and we will come and meet with you. We have the research, the applications, the people and the nerve to help you improve in entirely new ways.