• Personal Resonance© is a research forum engaged in transforming findings from proven research studies on learning, training, performance and expertise into practical training solutions and practices to 'accelerate time-to-expertise' of organizations and professionals. Aggressive time-to-market drives organizations to develop complex cognitive skills of their employees at faster pace to beat their competitors. Goal of forum is to find and share the answer to that ‘speed’. The forum is trying to develop a core knowledge-base in four areas by systematically assimilating, analyzing and synthesizing the proven research studies in wide range of disciplines like cognitive sciences, neuroscience, psychology, education, learning and brain science, etc.: 1) Accelerated Workplace Expertise: Proven research-based strategies and methodologies to accelerate expertise of organization as a whole through training and learning. 2) Accelerated Professional Expertise: Science-based resonance techniques to accelerate expertise, peak performance and effectiveness of individuals. 3) Strategic Training Management: Experience-based competitive philosophies and processes to manage large-scale complex learning and knowledge operations to produce proficient workforce. 4) Competitive Instructional Design: Advanced instructional and learning design techniques to deliver higher order complex skills like problem solving, critical thinking, decision making, technical troubleshooting.

5 E-learning Strategies to Accelerate Time-to-Proficiency in Complex Cognitive Skills

E-learning Strategies to Accelerate Time-to-Proficiency in Complex Skills

There is no consensus on what e-learning is and what it is not. e-learning definition changes with endless possibilities every new electronic technology bring for driving learning  (Kahiigi et al., 2008). Long back computer based training was deemed as e-learning while in most recent time virtual reality is considered to be new face of e-learning No doubt that e-learning has emerged as one of the most attractive and cost effective solution with flexibility to support self-paced learning which can be delivered geographically to any place on the earth. 2014 survey by Elearningindustry.com reported that over 47% of the Fortune 500 companies now use some form of education technology and corporations value e-learning as the second most valuable training method which saves business at least 50% cost when they replace traditional classroom training with e-learning (Pappas, 2013). According to ASTD 2014 State of the Industry Report, 38% of the training is … Continue reading

Cognitive Training Techniques to Build and Accelerate Expertise: Interview with Dr. Ruth C. Clark

Training Techniques to Accelerate and Build Expertise

A while ago I had conversation with Dr. Ruth Clark exploring her views about certain training strategies to building expertise in problem solving skills and potentially accelerate it. She emphasized using worked examples and Scenario-based e-Learning training techniques as key to build expertise. Here is an excerpt from the conversation. About Dr. Ruth Clark: A recognized specialist in instructional design and technical training, Dr. Clark is author of Scenario-based E-Learning and newly released second edition of Evidence-based Training, two books that deal with evidence-based instructional strategies to accelerate expertise. She is also author of Building Expertise, a book with thorough account of research based cognitive training strategies to improve performance. For over 25 years Ruth Clark has helped workforce learning practitioners apply evidence-based practice guidelines based on valid research. Dr. Clark offers consulting by previewing your e-learning products or goals and evaluating your courses or offering customized design-development consultation. Ruth currently offers … Continue reading

3 Problem Centered Training Methods in Complex Problem Solving Skills

problem centered training methods

When it comes to designing and teaching problem solving skill based training programs, Hung (2009) quoted on how current training strategies are not working, “Traditional pedagogies, such as lecturing and demonstrating solutions to problems, very often result in students being capable of solving “textbook problems,” but unable to apply the knowledge to solve real life problems” (Brown, Collins, & Duguid, 1989; Mayer, 1996; Perkins & Salomon, 1989). I wrote a previous post on 2 Core Philosophies to design Complex Problem Solving and Troubleshooting Training. I briefly touched upon 3 popular philosophies and 5 major methods (Problem based learning, Project Based Learning, Scenario Based Learning, Case Based Method and Simulation Based Learning) to design general problem solving, which may have application in complex problem solving training design as well. Collectively let’s call these 5 methods as Problem Centered Training Methods. Problem Centered Training Methods a) Inquiry Based learning In inquiry based learning, learning start … Continue reading

9 Training Models to Accelerate to High Proficiency by Uplifting Bars in Formal Training

How Re-structured Training Interventions can accelerate the time to proficiency?

A while ago I presented the paper on “Rethinking Professional Skill Development: Accelerating Time-to-Expertise of Employees” at Conference for Human Development in Asia, Japan. In that paper, I presented the three potential approaches through which most organizations are trying to accelerate proficiency acquisition of their employees. 3 Approaches from Research How Organizations Build and Accelerate Expertise  1) Accelerating Acquisition of Expertise by Accelerating OJT I presented the first approach of “Accelerating Acquisition of Expertise by Accelerating OJT” in my previous blog post “Designing and Accelerating On-the-Job Training (OJT) in Organizational Settings“. In that post I made some points that there has to be some methods to increase the slope of post-training OJT curve which can potentially help organizations to attain desired proficiency in their employees in shorter time. However, I do not know any proven training methods to re-design accelerated post-training OJT curve. I am in search of those methods … Continue reading

Accelerating Time-to-Expertise in the Accelerated Time-to-Market

Let me share a new perspective on language of ROI for the training. Over the last decade every one of us has seen tremendous changes in technology and learning across the industries. If you are in hi-tech industry, you might agree with me that organizations are trying to squeeze (or accelerate) Time-to-market of new technologies, services, products and solutions to gain competitive edge over others. This does not come without a critical business challenge. This has led to a new business challenge for training experts how to drive workforce to achieve full productivity at equally fast pace. Talking to several thought leaders in the industry; it appears to me that there is a large lag between speed with which organizations can build capability of employees and the speed of time-to-market of products / services / solutions / technologies. Hi-tech industry is at critical point with dire need to build capabilities … Continue reading

10 Strategic Approaches Exhibited by Training Management Leaders that set them apart (Part 2 of 2)


This is part II of the blog post I wrote earlier. Read Part-I of this post here: 10 Strategic Approaches Exhibited by Training Management Leaders that set them apart? PART I Strategic Approaches 6 to 10 Here are the remaining 5 traits of training management leaders which set them apart. Through extended research by conducting surveys and systematic analysis of profiles, CVs and career paths of several hundreds of leading training management leaders, several common patterns emerged. 6. Training leaders stay focused on integrating learning and knowledge management through training management The studies showed that the training managing leaders do not see training as a separate function within a company, rather they view training business unit as an integrating unit which connects the organizational learning and organizational knowledge as two interdependent functions. In several organizations, while there are several avenues of knowledge generation and capture, they use the training department is the … Continue reading

10 Strategic Approaches Exhibited by Training Management Leaders that set them apart (Part 1 of 2)

Are you a business-as-usual training or learning manager? Do you aspire to be a training management leader? I am sure some day you do. Then you need to read this.Have you ever wondered what set the leading and well known training management leaders apart from business-as-usual training management? I wondered several time and several questions like following continue intriguing me. What differentiates them from common training managers or learning management professionals? How they show leadership in managing large scale complex training operations? How they drive and thrive projects? How they view learning design? How they lead teams and organizations? How they plan, strategize and execute missions? How they transform from simple training professionals to thought leaders? What makes them the thought leaders? Finally here are some of the mysteries. Through extended research by conducting surveys and systematic analysis of profiles, CVs and career paths of several hundreds of leading training … Continue reading

10-step guide for a New Training Manager

training manager

10-Step Guide for Training  Manager TrainingForce blog has a nice blog on the 10 things a new training manager should do upon assuming his role. I am summarizing the 10 points specified in the original post.  Visit original site for the detailed information. http://trainingforce.com/the-new-training-manager-ten-things-to-do hecIdentify your personal weaknesses and limitations with regard to the diverse roles of the training manager. Be sure you clearly understand the training department’s charge from senior management. Visit each site, each department head and ask “What’s your take on training?” Listen to the responses. If assuming responsibility for an existing training center, attend several classes. Identify the starting point. Establish a simple, clearly stated personal vision for the training center. Perform an audit. Form the first advisory group. Establish a prioritized to-do list. Develop an outline and timeline using the accumulated information. Copyrights TrainingForce.  7 Functions of Training Management You must know Check this great article on … Continue reading