Our philosophy resides in a brain-based approach to deriving more meaning from information through experience
The New Intelligence philosophy and training approach is science and research driven. We are not in the business of peddling tricks, quick tips or shortcuts: just the precise, disciplined application of measured techniques derived from the latest neuropsychological research that encourages high level behavioural intelligence, delivers a deeper understanding, and prepares people to become competent.
Our philosophy is not a conceptual one – it has been tested in such demanding and diverse arenas as law enforcement, counter-terrorism, national security, sales and human resource management. We do this by searching the globe for the most contemporary and relevant research, making it relevant to our clients and delivering it in a way that can help make a tangible difference in their operational activities. This is what we call Bringing Hard Science to Human Skills.
At New Intelligence we believe that the researched, scientifically tested and practitioner quantified tools and techniques delivered through our Behavioural Intelligence Framework offer the best contemporary approach to achieving effectiveness and efficiency in human interactions.
To this end we have designed and developed a number of techniques and tools that are unique to New Intelligence’s delivery methodology and are not used by any other provider in the country.
Train Like You Play
Anecdotally, stories abound of those who attend training and yet their performance in the workplace does not change in any discernible way.
New Intelligence utililises the Train Like You Play (TLYP) philosophy entailing elements of High Stimulation Training (HST). HST is based on the research of Matsumoto, Konno, and Ha (2007) which examined the connection between emotion and stress in dynamic situations. It identified the “zone of optimal stress” and offers methods for training to deal with this and other issues ensuring behavioural and cognitive modification during and after training. Accordingly, participants will be placed under controlled stress and emotional situations at various times throughout our face to face components. Whilst there is no intent to distress participants, New Intelligence accepts no responsibility for participants who are unable to deal with this type of training.
Techniques used for TLYP include using personal “opinion” boards, exercises designed to trigger “error recovery”, use of neutral content to reduce reliance on memory and business knowledge, and high exercise to delivery ratios.
Training Does Not Make You Better
The expected return on investment for contemporary training is normally low and the actual return is usually even lower. One of the main reasons for this is the expectation that a participant will return from a training course better at something than before they went on it. We understand that training itself rarely (if ever) makes someone better at anything, so we do not design training programs for this purpose. We design our programs around practice; practice that must continue to occur long after the training has finished. Training does not make you better – repeated application of new skills makes you better.
If we accept that training alone rarely makes someone better at something, then the obvious question is, “What does?”. More than a decade of experience has shown us that the best predictor of behavioural modification or increased competency in the workplace is a participant’s attitude. The links between attitude and performance are not new, nor are they conceptual. Our philosophy places training as a platform for a range of tools and techniques that can modify or adjust a person’s attitude. The subsequent changes in behaviour, and ultimately improvements in performance, is not only more likely but also more sustainable.
We design our programs on the basis that, for most adults, skills are not what is lacking in their day-to-day work life. Contemporary training is replete with references to building or creating skills, identify and filling skills gaps and even delineating skill types such as hard and soft. The challenges that face individuals in the workplace, and at home, now transcend simple skills requirements.
The driver for our educational design is to equip participants with understanding. Understanding about how they think, why they make the decisions they do, how their behaviour is influenced by others and the science behind it all. We debunk long-held, flawed beliefs and bring new perspective to how they see the world and how they fit and function in it. The research is clear – when you increase someone’s understanding, you increase the potential for them to change their attitude.
Change in attitude manifests itself in two ways:
- The desire to change to something better;
- The preparedness to make that change, which in many cases involves practising new things.
We build programs that change attitudes through increasing understanding.
People who benefit from our programs tend to be motivated and they recognise they need to move the people they interact with. Our content development is strongly influenced by those who participate in our programs and our clients include psychologists, case workers, national security specialists, pharmacists, teachers, accountants, lawyers, analysts, sales people, managers, C-level executives, engineers, change managers, HR specialists, investigators, construction professionals and customer service practitioners. We believe that this diversity is what allows us to develop pragmatic and simple programs that work.
Participants should be mindful that rethinking communication and efficiency across the gamut of top tier human skills can be confronting, even intimidating.
“Findings from some recent research into human performance highlight the need to monitor and attend to a company’s vital signs. Without access to objective external feedback on their performance, it seems that people are not good at evaluating it on their own. They tend to underestimate their own incompetence in different performance settings. In other words people are generally bad at recognising when they are bad at something. What’s worse, if left to their own devices, the same psychological processes that cause people to be ignorant of their incompetence prevent them from being able to improve their performance.”
John H. Fleming and Jim Asplund
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 wanted 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.