Brain-up learning method
Our brain-up learning method is based on the following principles:
Real-world challenges for synergy and applicability
Managers learn best by solving challenges from their jobs. We therefore take participants’ issues as starting points to develop the theory and practice the application.
- Because managers are treated as experts for their issues, not as pupils, their motivation is high.
- The realism helps managers to transfer lessons from the workshops to their daily work.
- The workshops produce valuable results. This is synergy in action.
Real teams for organizational analysis and support
We prefer working with participants from the same organization.
- During the workshop we can thus better work on concrete challenges.
- This is the only way to observe and change important team processes.
- Back at the workplace, managers can encourage each other to apply the new tools and standards for effective thinking. The result: more positive reinforcement, less organizational resistance.
- Managers can learn from each other and provide advice on how to continually improve thinking skills.
Brain friendly learning
We design our workshops in order to put the participants at the center. Our guiding principles are:
- Responsiveness: Every manager learns according to his own personal abilities, objectives and preferences.
- Interactiveness: Managers practice alone and in groups, they are constantly engaged rather than listening passively.
- Decentralization: It’s not only the trainers who know the way. All participants contribute their expertise.
Comprehensive skill set
We cover a broad range of skills. The advantages:
- We can tackle real-world challenges effectively instead of being limited to only the analytical or creative stage of problem solving. And we can respond flexibly to the needs of the participants.
- We do not adapt processes narrowly to the objectives related to only one skill. It’s not all creative or critical or systemic thinking – it’s always a well-rounded combination.
- We can offer several integrated workshops that resume what has been learned previously without unnecessary redundancies. In addition, we already know the participants and their issues after the first workshop. This enables us to further target content and learning methods as well as to deepen the personal relationships.
Our workshops do not simply aim to teach thinking tools. We want to help managers change mental habits and acquire new space for their thoughts and actions.
Many people tend to stick comfortably to routines or expert opinions. People also wish to appear competent and to prove their claims to be true. We foster a different behavior, inviting managers:
- to take on the effort of independent thinking
- to risk developing new ideas that are always vulnerable and often provocative
- to consider convictions as hypotheses and to admit ignorance
- to adopt different perspectives and to search conflicting opinions
- to admit mistakes and to learn from them.
Teaching managers many thinking tools quickly is fine. We want more. Our objective is to:
- create such a thorough understanding that managers can flexibly use, combine and extend thinking tools
- enhance the attention managers pay to their thinking so that they improve their thinking independently of all concepts and tools
- also consider environmental factors that influence thinking, such as work routines, time management and workplace design.