Pseudo-design titles | A UX activity

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This quick activity uses Pseudo-design titles, a website that lampoons the often florid and bombastic job titles people have in the UX/design industry. It could be used with learners  who are heading into a design/technology focused degree or  more generally with business learners.


  • Ask learners to work in pairs to discuss the designations or job titles they would like to have when they start working.
  • Get learners to access designtitles.com on their phones. The site randomly generates job titles so everyone’s likely to get a different title.
  • Learners work in groups to discuss what these job titles imply and how this might be different from the sort of work they might actually do. For example, ‘an analyst of archetypal visuals’ sounds like a role that involves innovative work but might in fact be someone who selects stock visuals from an existing image bank.  A ‘multidisciplinary convincer of futuristic predictions’ could be a sales and marketing person.
  • Lead the learners in a discussion about why people try to bolster their ‘value proposition’ with exotic job titles and the impact of this. Ask learners to identify other ways of enhancing their value to prospective employees or within a job.

I have to confess that not all of the titles make sense but some of them are hilarious. Which one of these would you want to have for yourself? Have you come across similar job titles in your professional context?

  • Chief Assassin of Colours
  • Neural Arranger of Visualization
  • Whiteboarder of Quintessential States and Post-Human Practices
  • Arbitrator of Design
  • Cognitive Designer of Theoretical Ideas
  • Stimulist for Accessibility
  • Explorer for Heuristic Best Practices
  • User State Mentor

The image in this post is sourced from https://designtitles.com/ and I found out about the site from a tweet by Ajay Pangarkar (@bizlearningdude).

 

Effective decision making | Session materials

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Here are some more materials I developed on the ITDI course – Creating ELT Materials with Katherine Bilsborough. The assignment brief was to design wrap-around materials with short authentic texts. I chose four tweets by an American facilitator and performance consultant, Thiagi on decision making. Thiagi often tweets pithy messages on a variety of management and leadership issues. The original materials had screenshots of his tweets but I wanted to get permission before I circulated them more widely. Unfortunately, I haven’t heard back so I’ve replaced the screenshots with QR codes and links.

The context of this 60 minute session is effective decision making and it explores language for giving advice and decision making. Learners will gets lots of opportunities to speak in pairs and groups and will also write an email and a tweet.

You can download the handout from this link.

Image attribution: Photo by rawpixel on Unsplash

Free secondary images for corporate training materials

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A secondary image is a picture that has a background. I prefer using primary images (which are basically cut-outs on a white or transparent background) in print materials but secondary images can look really good in presentations if used well. Here are some sites that provide free downloads of secondary images under a creative commons license. Note that some images under creative commons require attribution and others don’t – this is usually mentioned next to the image when you’re downloading it.

  • Unsplash: different collections including  Workspaces, It`s business time, Computers, phones & tech, Desk + Work, Work and collaboration, generally no attribution necessary but some individual images may require you to credit the owner under Creative Commons.
  • Pixabay: a huge variety of business images including primary and secondary images as well as illustrations. Some require attribution, others don’t.
  • Picjumbo: Some beautiful shots but the range is limited to hands and laptops on desks unfortunately. No attribution necessary.
  • Gratisography: a limited range but high quality whimsical images including the one I’ve used in this post. After accessing the site, search for key words like business, work, technology etc. No attribution necessary.
  • Pexels: corporate looking images. No attribution necessary.
  • Burst: a nice range of business images with no fuss downloads. A bias for hands on laptops though. No attribution necessary.
  • Stockvault: free business stock photos – quite a large collection with no attribution necessary for their free stock photo collection. You’ll need to be careful on this site though as you could easily end up on Shutterstock signing up for a paid account.
  • Stockphotos: a limited collection of pictures but includes some primary  images, attribution necessary.
  • RGBstock: scroll down to the business categories – there’s a combination of illustrations and photographs. The site requires registration. I have to admit that I’m not completely convinced that the people who’ve uploaded pictures to the site actually own them.
  • Freerangestock: you need to register to download. This is another site where you can quickly end up being asked for your credit card details on Shutterstock. No attributions required.

Do you have any favourite stock photo sites which have a free section for business-related images?

The language of pep talks | An evidence-based activity

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I’m often asked by my clients to help their managers ‘motivate’ their teams more effectively. I usually excuse myself from supporting this request by suggesting that it’s out of my scope so I was naturally intrigued by this HBR article on some recent research on the language of motivation, perhaps bringing it into the ambit of ELT. Here’s a quick activity I came up with to help learners explore this research.

Materials & preparation 

  • It may be a good idea for the T to read the article, The Science of Pep Talks.
  • You’ll need to copy and cut up the jumbled functions.
  • You’ll also need copies of the speech from the article.

Procedure 

    • Pre-teach pep talk if necessary (you could also use an excerpt from an American movie – YouTube has loads – unfortunately, I couldn’t find any without inappropriate language).
    • Draw some speech bubbles on the board and ask learners to think back to the last pep talk they received from a manager or leader at work. What sorts of things did this person say? Do they give pep talks to their team members? What do they include in these messages?
    • Introduce learners to the three elements of pep talks: direction giving or uncertainty-reducing language, empathetic language and meaning-making language which Milton and Jacqueline Mayfield discovered were shared across motivating messages from different domains such as sports and sales.
    • Distribute the jumbled functions and ask learners to put them in these three categories.
  • Get learners to work in pairs or groups to come up with expressions for these functions which make sense to them within the context of their jobs.
  • Ask learners to discuss which of the three would be most difficult to incorporate into a motivating message  (The research suggests it’s meaning-making, for example, imagine how challenging this might be for a fast-food outlet manager trying to motivate his part-time employees to perform better).
  • Signpost the following speech and explain that it was spoken by Erica Galos Alioto, a sales leader at the popular social media company, Yelp. Sections of this speech have a number after them – ask learners to review these sections and decide which of the four techniques Alioto uses to motivate her team.

Let me just say how impressed I am with this group … Thank you for being the top office in Yelp right now, and for welcoming me with such incredible energy.

Right now the New York office is leading the company with 104% of quota, and there are two days left in the month. That’s absolutely insane.… Colleen is at $80,000. I tried to say hello to her yesterday, but she was on the phone, pitching like a madwoman, so I couldn’t ….1

Everybody knows how amazing the last day of the month is in the New York office. But LDOM isn’t really about the day of the month. It’s about how we approach that day. There’s something about that particular day that makes us come in with the ridiculous amount of grit and determination, the ability to make the unthinkable happen,2 the energy to achieve just about anything so that no matter where we are in relation to quota, we’re going to win. All those people who’ve been telling us no all month long—we’re going to turn that around and get a yes….3

Hopefully everybody has a pen and paper. I want you all to take a moment and write down what success looks like for you today. It may be how many business owners you talked to, or how many hearts and minds you won.… Write it down.4

When you woke up this morning, what was your mentality? Sometimes we get into negative self-talk. Sometimes it may sound like this: “Why is Jon at target today? He must have a really great territory.” Sometimes we believe if somebody is achieving something that we’re not, it must be because the other person has some advantage.5

Guess what? We also have plenty of examples of what people think of as a bad territory, and we put somebody new on it, and they go out and absolutely crush it.

If there’s anything negative in your thinking, I encourage you to turn that thinking on its head. Instead of looking at the differences between you and somebody else with a lot of success, look for similarities.6

We’ve got two days to make it happen. Everything you do today, every action you take to make that successful outcome, every time you pitch, every business owner you talk to, every time you encourage a teammate to be better, every time you win the heart and mind of a business owner, you’re not only helping yourself—you’re helping your team, you’re helping your office, you’re helping your company, and you’re helping Yelp get where it wants to be.7

Source: McGinn, D. The Science of Pep Talks. HBR Jul-Aug 2017

Here’s the answer key:

1: Empathetic language – Praising the group and individual contributions 
2: Meaning-making language – Portraying LDOM as a significant event and connecting the reps’ actions to a larger goal 
3: Empathetic language – Acknowledging that some people are lagging, but emphasizing their self-efficacy and resilience 
4: Direction giving or uncertainty reducing language – Offering specific guidance on how to approach the day’s task 
5: Empathetic language – Recognizing employees’ tendency to get discouraged, rather than be emboldened, by colleagues’ success 
6: Direction giving or uncertainty reducing language – Instructing reps to avoid negativity 
7: Meaning-making language – Connecting today’s work to the company’s larger goal.

  • Ask learners to reflect on their own leaders’ pep talks; do they have these three elements? What about their own pep talks?
  • Learners then work in groups to create notes on a pep talk for their team members which incorporates these three techniques. Ask them to use Alioto’s speech as a guide but create something more concise, which they can then pitch to their peers.
  • You may want to combine this with a session that explores techniques for using the voice effectively.

Image attribution: Pep talk by Kenneth Moore | Flickr |CC BY-NC-SA 2.0

Using The Economist’s covers to teach idiomatic language

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The Economist, that venerable magazine that so many of my learners swear by and in all probability have never read. The Economist tends to have really creative covers with interesting allusions and clever word play. Here’s an activity that’s perfect for business contexts that exploits these covers to explore idiomatic language, practise speaking, and doesn’t require learners to dive into those sometimes dense articles.


Materials

You’ll need covers from the Economist and you can get them for current and previous issues from this site.  You could then either display it on a slide or print it out or as I prefer, take the print copies of the magazine in (but of course you’ll need a subscription for that).

Preparation 

You’ll find a variety of of interesting language features on the covers including idioms, allusions, word play, metaphors, and tongue in cheek subverting of all of these.  Choose ones that are appropriate for your learners. For some of the writing courses I teach on business thought leadership, I focus on covers that use allusions and metaphors. But the ones in this post are for exploring idiomatic language.

Procedure

  • Get learners into small groups and distribute the covers to them.
  • There are several ways of doing this. You could give each group all the covers you’ve selected or have each group look at the same cover and discuss it before moving on to the next one or you could do it like a jigsaw task and assign a different cover to each group. You could also assign the covers using slides without physically distributing any printouts.

The activity has four steps:

  • Step 1: Ask groups to guess the idiom being referenced by the cover image and text and what it might mean.
  • Step 2: Give groups the idiomatic language but with gaps such as “Paper ______” and then get learners to match the idiom to the cover.
  • Step 3: Ask learners to use the frame “The Economist claim(s) that _______________ + [idiomatic expression] because …” and complete it with what they think the Economist might be saying. For example, “The Economist claim(s) that India under Prime Minister Modi is a paper tiger because …”
  • Step 4: Ask groups to discuss what they  know about the subject and if they know enough about it, whether they agree or disagree with The Economist’s perspective.

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Key

  1. Paper tiger: something that seems very strong and threatening but is actually weak and ineffectual.
  2. To walk on water: to perform superhuman feats (this one’s also a Biblical allusion).
  3. To dig yourself into a hole: to get yourself into a difficult situation.
  4. Keep your fingers crossed: hope that things will go well or the way you want them to.
  5. A long and winding road: a complicated and difficult future path (strictly speaking, this might be a fixed expression but still useful for learners)
  6. This could either be “to go the way of the dinosaur” (not a frequently heard idiom) or “to be a dinosaur” in the sense of “your phone is a bit of dinosaur” but both refer to something that’s become outdated or past its prime.

How dare you tergiversate! | The problem with power words

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Many of the professionals I teach have a perception that their American colleagues and clients have access to vocabulary that is more ‘powerful’ than theirs. One of them recently showed me this book – Power Verbs for Managers and Executives which includes eccentric entries such as tergiversate, the goose hangs high (how is that a verb), and topline (as a verb, really?). All this, mind you, from just one page.

There’s a whole genre of self-help books, usually from the US, ostensibly written to enhance an individual’s ‘lexical prowess’. Power words, however, seem to be a thing. I just googled the term and it seems to be commonly used across sales, marketing, and even blogging. There are glossaries of decontextualised power words prescribed for all sorts of situations.

These books and word lists are designed for proficient users of English and I suspect they’re not of much use to them either. In the hands of a less proficient speaker or writer, a power word has the potential to do some serious damage in a business context because the user is probably not familiar with its register, appropriacy and less critically the collocations it appears in.

Does pragmatics have an explanation for why perceptions of words differ in how they are received by readers and listeners? Do power words have any basis in research? I’m simultaneously irritated and intrigued by the whole idea and it’s something I’m going to be exploring.

How to write corporate training materials | Book review

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Title: How to write corporate training materials

Authors: Evan Frendo

Publisher: ELT Teacher 2 Writer | Smashwords edition

Year of publication: 2014

Companion resources: NA

Source: Complimentary ebook from the author

A couple of years ago, I met a teacher (let’s call her Meera) at a conference who’d been working with tertiary institutions on a freelance basis. Meera wanted to get into corporate training and was wondering if she could partner with me on a project. I didn’t really have anything for her at the time but a few months later I found myself on the phone with a client who desperately wanted a bespoke solution rolled out for an urgent need. My schedule was chock-a-block at the time and I didn’t have the bandwidth (as we say in corporate circles) to design the materials and deploy someone else to teach the course. So I asked them to take things forward with Meera (who I judged as fairly competent), which they did.

Little did I realise that I’d done them both a great injustice. Meera was utterly unprepared for the engagement and the client had assumed that she was on the ball because I’d recommended her. I know we often bandy about the bland encouragement to teachers about making the shift to training and that they don’t need to be experts in business, management or a particular industry and that their expertise in teaching will help them sail through. I’m afraid it’s a claim that’s simultaneously true and false.

The uninitiated teacher or trainer risks missing the forest for the trees. Meera apparently did an intensive needs analysis but her focus was very narrow and the sorts of information she collected caused her churn out or select run of the mill exercises with token nods to the business setting.  Her materials were completely divorced from the context that her learners worked in and the specific need that she had been called in to address.

Knowing what to look for and how to feed these insights into materials-design comes with experience, and it helps if you’ve spent time with a corporate setup in a business/operational role i.e., not training or teaching. In the absence of that kind of experience, Frendo’s How to write corporate training materials could be a useful primer.

A key strength of this book is the extent to which it aligns practices to what typically happens within organisations. The idea that we should “investigate discourse practices” instead of merely collecting general needs, strikes a chord with me. Beyond educating the practitioner about process and projects, and SOPs and SIPOC charts, Frendo offers a series of incisive tasks that raise awareness of communication, strategies and issues we ought to consider when developing corporate training materials.

My favourites include task 6 which draws on research by Williams (1998) comparing the language prescribed by coursebooks for functions within meetings with actual usage.

Agreeing

Examples from contemporary textbooks:

  • You’ve got a point there.
  • I totally agree with you.
  • Absolutely. / Precisely. / Exactly.

Examples from real-life business meetings:

  • Mmm
  • implied by the function ‘accept (e.g., yes)
  • implied by not disagreeing
  • nods

Frendo goes on to state:

… ‘a material-led movement rather than a research-led movement’ (p15). It is writer’s intuition, rather than what we know about discourse, which has been leading the way. And many commentators feel that not much has changed since that article was written.

I found the section on techniques for gathering evidence interesting. There were some that I was familiar with such as language snippets, recordings, corpus analysis, work shadowing and questionnaires and others that I’ve never actually used such as simulated conversations and anecdote circles (sort of like an FGD but more informal).

Task 11 is another interesting one. It asks the reader to analyse an annual report and identify authentic texts that could be used for different roles and needs. I wonder how many trainers have actually read an annual report.

There are also case studies of training projects Frendo has worked on and the solutions he facilitated. Again, we see a strong integration of what actually happens in organizations such as scrum meetings and how this might unfold in a training programme.

How to write corporate training materials is a useful compilation of practices for someone who is making the transition from other education fields and it’s particularly relevant to those who are working as independent consultants. However, it’s also full of insights for practitioners who have been consulting in corporate contexts for a while because it questions some of our practices, especially when we rely on intuition, rather than observation and research to inform our design.

You can purchase the book from Amazon as a direct download or through the Kindle and you can read more about Frendo’s work at his site.