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Be a Critical and Creative Thinker. Don’t be a Dupe!

George Kneller quoted, “Creativity, it has been said, consists largely of rearranging what we know in order to find out what we don’t know. Hence, to think creatively, we must be able to look afresh at what we normally take for granted.” Critical thinking is a very important tool in any creative endeavour.Critical thinking is a friend of creativity, not a foe! CREATIVITY AND CRITICAL THINKING: FRIENDS, NOT FOES!

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The actual quote is “It is not so very important for a person to learn facts. For that, he does not really need a college. He can learn them from books.  The value of an education in a liberal arts college is not the learning of many facts, but the training of the mind to think something that cannot be learned from textbooks.” I believe the abridged version removes the context and changes the meaning.  The quote comes from Einstein’s 1921 response to Thomas Edison’s statement that a college education is useless. The quote is included in Philipp Frank’s book “Einstein: His Life and Times”
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Critical thinking Critical Thinking, also called critical analysis, is clear, rational thinking involving critique. Its details vary amongst those who define it. According to Barry K. Beyer (1995), critical thinking means making clear, reasoned judgments.

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The 8 elements of critical thinking process

During the process of critical thinking, ideas should be reasoned, well thought out, and judged.[1] The National Council for Excellence in Critical Thinking[2] defines critical thinking as the ‘intellectually disciplined process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and/or evaluating information gathered from, or generated by, observation, experience, reflection, reasoning, or communication, as a guide to belief and action.’[3]

One of the main purposes of a good education is to learn to think critically. Critical thinking leads to one of the highest forms of human knowing.

Creative thinking is divergent, critical thinking is convergent; whereas creative thinking tries to create something new, critical thinking seeks to assess worth or validity in something that exists; whereas creative thinking is carried on by violating accepted principles, critical thinking is carried on by applying accepted principles.

Although creative and critical thinking may very well be different sides of the same coin they are not identical (Beyer, 1987, p.35). Critical Thinking vs. Creative Thinking




If you want to save democracy, learn to think like a scientist

Fake news is running rampant on the internet, but blaming social media sites like Facebook for not filtering it out doesn’t address the larger issue at hand. Bogusnews isn’t the real problem: The problem is that we undervalue the type of critical thinking needed to spot it.

We shouldn’t expect a social media site to tell us what is and is not real. We are bombarded with nonsense on a daily basis, and navigating through it is a life skill we must learn. We can’t expect others to do it for us.

A lack of critical thinking and scepticism creates problems beyond politics. It makes us vulnerable to scams and pyramid schemes as well as phoney products like weight-loss drugs and “miracle cures” that are really only as effective as placebos. It leads us to ignore existential threats like global warming and perpetuates harmful conspiracy theories such as the idea that vaccines cause autism.

If there’s overwhelming evidence for something—like man-made climate change—and you don’t believe it, you aren’t being a sceptic, you are in denial. Being sceptical means demanding evidence, not ignoring it.

In this new age of social media, our news is no longer being filtered through major media outlets that have teams of meticulous and principled fact checkers. As a result, empiricism is more important than ever. We all must be trained to navigate through the false information, and we can do that by thinking like scientists.

  • What is empiricism? — Empiricism means a method of study relying on empirical evidence, which includes things you’ve experienced: stuff you can see and touch. Empiricism is based on facts, evidence, and research. Scholars and researchers deal in empiricism. If you believe in the Easter Bunny, the Tooth Fairy, or Santa Claus, you’re out of the realm of empiricism — there are no facts to support those myths. If you want to get something practical done, or to really know what the deal is with something, empiricism is the way to go.https://www.vocabulary.com/dictionary/empiricism
We must be empiricists, not ideologues
Ideologue —-an advocate of some ideology.
  • What is ‘Ideology’?—-  An ideology is a set of opinions or beliefs of a group or an individual. Very often ideology refers to a set of political beliefs or a set of ideas that characterise a particular culture. Capitalism, communism, socialism, and Marxism are ideologies. But not all -ism words are. Think: cronyism (a system of graft whereby friends unfairly help each other make money.) Our English noun is from French idéologie. The suffix –logy, used with many English words describing theories or doctrines, is from Greek logos “word, reason, speech, account.” https://www.vocabulary.com/dictionary/ideology

Our ideologies blind us and bias our behaviour. For that reason, we should all be empiricists, not ideologues. Empiricists form their beliefs and opinions about the world based on facts and observation; ideologues, by definition, are uncompromising, dogmatic, and committed to specific principles. They are therefore unlikely to change their views based on new evidence. By self-identifying first and foremost as empiricists, we commit ourselves to a worldview that is shaped by reality.

Unfortunately, we often don’t feel compelled to check the accuracy of something that already aligns with our ideals and worldview. This is bad practice. We must continue to demand evidence—even when the claims in question come from the side that shares our beliefs and values.

A recent Buzzfeed News analysis of Facebook activity found that while 38% of news shared on popular right-leaning Facebook pages was false, so was 19% of the news shared on popular liberal Facebook pages. Given that liberals have also been known to peddle pseudoscience and ignore facts, as can be seen by theanti-vaxxer movement, this should be no surprise.

But how do we all become empiricists without training?

Scientists and researchers are trained to sniff out untruths, but you don’t need to be a scientist to do what scientists do.

We must create tests

When scientists want to understand how reality works, they devise experiments to test their questions. If they want to know if a specific treatment works—for example, if a certain diet makes people healthier, or if a particular medicine is effective—they design a study that will determine whether or not a hypothesis is true. If the hypothesis is supported, it becomes the reigning explanation while it continues to be tested further. This is an ongoing process that should continue until almost no uncertainty remains.

Derren Brown, a famous British magician and mentalist (think David Blaine, but more focused on mental tricks) is an expert at appearing to have psychic abilities. He is also a sceptic who exposes those who try to claim they have them for real. In an interview with prominent evolutionary biologist and outspoken sceptic Richard Dawkins, Brown describes a simple test that he has suggested to non-empiricists in the past.

“I think it feels unfashionable to talk to people about the importance of evidence, of testing things,” Derren said to Dawkins. “A friend of mine, who’s a psychic, told me she puts crystals in her plants and they grow better. So I said, well you’ve got loads of plants—have you ever put two in the same window? Maybe just put crystals in one and not the other?”

This anecdote illustrates just how easy it can be to start testing your beliefs.

It is also important to teach children to demand evidence and think critically from an early age. A few months ago on the Late Late Show with James Corden, astrophysicist Neil deGrasse Tyson told a wonderful story about the way he and his wife gave their child a lesson in critical thinking.

After their daughter lost a tooth, they told her that they heard if you put a tooth under your pillow, the tooth fairy visits. That night the little girl did just that, and Tyson swapped the tooth for money while she slept. The next morning, after their daughter had shown them her gift, they asked her a question that prompted her to think sceptically. “How do you know it was the tooth fairy?” they asked, to which the daughter replied, “Oh no, I don’t know, I just know that there’s money here.”

With her curiosity stirred, their daughter began setting traps for the fairy—for example, foil on the floor to hear when it arrived—and when those didn’t work, she and her equally suspicious schoolmates thought of a test. The next one to lose a tooth would put it under their pillow—without telling their parents.

The next day, when the tooth did not turn into money, the children worked out that their parents were the perpetrators of the hoax. This doesn’t mean that you should crush all the magical beliefs that children have—it only means that you should teach them to question. As adults, we must do the same to set a good example. When something sounds outlandish or simply incredible, we must investigate. Without conducting our tests in controlled settings, it can be difficult to make any definite conclusions. But these steps will still likely help us identify many bogus claims without stepping foot inside a lab.

We must encourage others to be empiricists

It is often said that we should let people believe whatever they want as long as they aren’t hurting others. “Ignorance is bliss,” as some say. However, we can no longer ignore the fact that when people don’t think critically, it actually harms others. When candidates who peddle false information get elected into office, they are more likely to also ignore crucial evidence when making decisions or policy. Do we want the person making decisions concerning climate change to be someone who ignores all the data that’s been carefully collected by scientists? That’s a recipe for catastrophe.

We must, therefore, encourage our friends to think critically and to test things. When they make claims or decisions that ignore the evidence, they should be confronted. We speak up when someone we love has an addiction or some chronic bad habit. We should feel a similar moral obligation.

Lastly, we all must all demand that our celebrities, influencers, and politicians also think critically and refrain from making claims that ignore evidence. Spreading lies and misinformation to millions of people can have some serious real world effects.Conservative or liberal, there’s just no excuse for it. Consistency is crucial.

Scientific advances come from critical thinking and curiosity. Science is also successful because it is self-correcting. When new evidence doesn’t support our previous conclusions, they must be abandoned and replaced by evidence-based assertions. Good science is also consistent in its methods; so that opinions and biases do not get in the way of logic and measurement. We do not get to pick and choose which rules to follow. Instilling these principles in society will bring about progress.

Source: https://qz.com/858887/how-to-know-if-fake-news-is-fake-learn-to-think-like-a-scientist/




Critical thinkers:

critical-thinking
Critical Thinking
  • Try to understand and then describe what someone claims;
  • Determine the merit of those claims by applying criteria; and
  • Rationally justify their criteria (explain their reasoning process).

If the criteria are good ones, then a critical thinker can discriminate mere opinions and false beliefs from true facts and verifiable knowledge. Critical thinkers can determine false or unverifiable claims and can tell you why. Just because someone else writes something or says something does not mean it is true or has merit.

To be a good writer, critical thinking is essential. If you need some help with your writing, here’s an inexpensive and excellent resource:

Booth, W. C., Colomb, G. G., & Williams, J. M. (2008). The craft of research (3rd. Ed.). Chicago: The University of Chicago Press.

Turabian, K. L. (2013). A Manual for Writers of Research Papers, Theses, And Dissertations (8th. Ed.). The University of Chicago Press.

Take advantage of your education and learn something. Be a critical thinker. Don’t be a dupe. Source

Reference and note for above:

Jeff Foxworthy. (2015). In Wikipedia, The Free Encyclopedia. Retrieved 9:48 a.m. EST, April 8, 2015, from http://en.wikipedia.org/wiki/Jeff_Foxworthy

Leaders are expected to take right decisions after considering various facets of a given problem – just like an expert jeweller looks at a diamond. Logic looks at problems as a coin with just two sides whereas critical thinking is all about looking at the same problem as a diamond with multiple facets. Source

The fact is that a leader needs a fine balance of emotion and rationality to succeed. They need to connect with their people using emotion and decide what is best for them using rational thought.Critical Thinking is the connecting link between emotions and intelligence.  Source

Critical thinking is an antidote to cognitive biases. When we think critically, we recognise our own assumptions, evaluate arguments and draw conclusions.Source

The truth is that conflicts if managed well, are an opportunity to understand better, get to the root causes, introspect, improve and learn. A well-managed conflict often leads to improved clarity, better relationships and win-win situations.  Source

There is a difference between creative thinking and creativity. Creative thinking is the process of ideation (thinking). Creativity is about bringing that idea to life (execution). Source

If communication is defined as a meaningful exchange of information, thoughts and feelings between two living creatures, critical thinking is the engine that provides this meaning. Source

Employers look for employees who reinforce their creativity by showing certain characteristics in the selection process:

  1. Able to look spontaneously beyond the specifics of a question (78 percent).
  2. Respond well to hypothetical scenarios (70 percent).
  3. Able to identify new patterns of behaviour or new combination of actions.
  4. Integrate knowledge across different disciplines.
  5. Show ability to originate new ideas.
  6. Comfortable with the notion of “no right answer”.
  7. Fundamentally curious.
  8. Demonstrate originality and inventiveness in work.
  9. Show ability to take risks.
  10. Tolerant of ambiguity.
  11. Show ability to communicate new ideas to others.

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Standards should serve as a flexible framework to meet the academic, social, emotional, and vocational needs of diverse learners and NOT a forced march to meet the data-driven demands of standardised tests.

Critical Thinking—What Education Must Be All About!

Rather than rating and sorting students according to a common and narrow set of testable academic skills, we should be celebrating and cultivating uncommon talents and divergent thinking in our classrooms.

As Arnold Dodge explains, schools should be honouring and uplifting the creative “characters” in their classrooms…

Many of our schools have become dry, lifeless places. Joy and spirited emotions have been replaced by fear, generated by masters from afar. These remote overseers — politicians, policy-makers, test prep executives — have decided that tests and numbers and drills and worksheets and threats and ultimatums will somehow improve the learning process…

When a student does well on a reading test, the results tell us nothing about how well s/he will use reading as a tool to learn larger topics, nor does it tell us that s/he will be interested in reading at all. What it tells us is that s/he is good at taking a reading test…

With the battle cry “College and Career Ready,” the champions of standardisation are determined to drum out every last bit of creativity, unpredictability, humour, improvisation and genuine emotion from the education process in the name of useful “outcomes.”

The self-righteous and powerful, if they have their way, will eliminate from schools kids who have character — or kids who are characters, for that matter…

But there is another way. If we believe that children are imaginative creatures by nature with vast amounts of talent waiting to be mined, and if we believe that opening children’s minds and hearts to the thrill of learning — without competition and ranking — is a healthy approach to child development, then we are off to a good start…

William Glasser, M.D., studied schools for over 30 years and in his seminal work, The Quality School, he outlines five basic needs that all human beings are born with: survival, love, power, fun and freedom.

How many policymakers today would subscribe to having fun or experiencing freedom as a goal of our educational system?

Just think of the possibilities if they did. Kids actually laughing in school and not being punished for it.

Students feeling strong enough to talk truth to power and not being silenced. Youngsters feeling free to write with creativity and originality without being ridiculed for deviating from state test guidelines.

And that’s before we even get to love.

Think of the characters that would emerge from such an environment.

Comedians, orators, raconteurs, revolutionaries, magicians, clowns, young people with agency and drive, having fun, not afraid to take risks or make mistakes. Not afraid to be children…

Creative-Brain
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Reference: Critical Thinking vs. Creative Thinking

original brilliant article by jeevanshu.wordpress.com

great design + success

1. DESIGN STARTS AT THE TOP

It can be argued that the best CEOs are effectively designers–grappling with ambiguous challenges, probing for creative solutions–even though few would accept that moniker. Yet successful design-driven organisations are often distinguished by a close personal rapport between the top business leader and the top designer. That was certainly the case at Apple, between Steve Jobs and the person we unequivocally dub “designer of the decade,” Jony Ive. We’ve highlighted 25 other CEO-designer pairs in “Dynamic Duos” listen to Burberry CEO Angela Ahrendts talking to chief creative officer Christopher Bailey and not be struck by their genuine connectedness–there’s just no way to fake that energy. Or Nike CEO Mark Parker’s penchant for doodling with VP of design John Hoke. Or PepsiCo CEO Indra Nooyi’s unabashed support for her new chief design officer, Mauro Porcini. “Only the CEO can get the entire company to focus on something,” observes Google designer Jon Wiley. As Farhad Manjoo reports in “Google: The Redesign,” CEO Larry Page’s support has been the single motivating factor in Google’s recent embrace of a design signature.

2. THE APPLE MYTH IS POWERFUL–AND INCOMPLETE

Apple is the touchstone for so many business lessons, and the role of design has been key. In a quest to be the Apple of their industry, many businesses have embraced design. How design actually operates at Apple, though, has long been shrouded in mystery. Because Apple’s products work so seamlessly together, the assumption has been that Apple operates internally with high collaboration. Yet when contributing writer Max Chafkin set out to do an oral history of Apple’s design, he discovered something else: “The greatest business story of the past two decades is completely misunderstood,” Chafkin writes. As it turns out, the integration of disparate efforts–each often devised in secrecy–has defined Apple’s process.

3. TODAY’S DISASTER IS TOMORROW’S TRIUMPH

The dividends of good design do not always play out according to Wall Street’s quarterly demands. Jon Rubinstein, who was Ive’s boss at Apple for a time (and later ran Palm), recalls how Apple’s introduction of the Cube in 2000 flopped, but, he says, “it set the foundation for almost all of our future products.” As Rubinstein explains, “We learned a lot about materials, curved plastics, touch switches.” The results you can see from the iPod to the iPad.

4. ONE SIZE DOES NOT FIT ALL

As much as we applaud the advent of the chief design officer, we need to acknowledge that there are many ways to build a cohesive design culture. Google does not have a chief designer, nor any hard-and-fast design “rules.” Instead, as Manjoo writes, “Google’s new process leans heavily on conversation and collaboration.” At Warby Parker, the top designers are co-CEOs. If there is any overriding model to design-driven solutions, it is that there is no single overriding model for anything.

5. YES, VIRGINIA, PENNY-WISE IS POUND-FOOLISH

For many years, there has been a rigorous debate about how best to measure the return on investment for design initiatives. It is a discussion that often relies on short-term cost metrics. When the Apple Stores were being developed, the financial penalties for including a Genius Bar seemed insurmountable. As Michael Kramer, the CFO of Apple retail at the time, says, “So you’re going to take away 20% of the sales floor? . . . What are we going to charge? ‘Nothing.’ Most CFOs would say, ‘Are you f$%^ing crazy?” If Apple hadn’t embraced a design vision, Genius Bars might never have been. And Apple Stores might not boast the highest sales per square foot of any retailer.

6. DESIGN HUNGER IS REAL

Retailers such as Target have long capitalised on the appeal of well-designed products, and today’s consumer is more discerning–and more responsive–than ever. No entity represents this trend better than online bazaar Fab, which has built a rabid following and $1 billion valuation in barely two years. We’ve seen this too in the design-driven resurgence of Samsung and the emergence of new brands such as Nest and Warby Parker, which have taken on traditional old-school approaches and exploded them.

7. THERE’S SOMETHING NEW UNDER THE SUN

In an era of big data, we can convince ourselves that if we just watch consumers closely enough and look at the numbers the right way, all our problems will be solved. But consumers will rarely alert us to opportunities they have not yet seen. The best designers can divine those opportunities from the gaps in user experience. That’s what has fueled the rise of breakthrough design-led enterprises such as Airbnb and Pinterest. It is a perspective that infuses “The Best Designs of 2013,” the finalists in our annual Innovation by Design Awards. No focus group had been clamoring for a Leap Motion Controller. Nor were Cambodian mothers agitating to add iron to their family’s diet, a challenge the Lucky Iron Fish Project cleverly surmounts. Only AidPod saw that packing medicine within crates of Coca-Cola bottles could create a low-cost aid-distribution network to remote, needy communities.

8. A WELL-DESIGNED PRODUCT DOES NOT EQUAL A WELL-DESIGNED BUSINESS

Beauty is way more than skin-deep. Apple has thrived not simply because each of its products is lustworthy, but because of the way they reinforce one another (unlike at enterprises such as Microsoft). The biggest challenge for Fab may not be whether chief designer Bradford Shellhammer’s taste will keep customers engaged but whether CEO Jason Goldberg’s aggressive expansion plans will prove too helter-skelter. Nike thrives not simply because it has well-designed shoes but because CEO Parker and design chief Hoke integrate shoe design with manufacturing, with marketing, and, yes, with financial realities.

9. THE BIG PICTURE IS A MASS OF DETAILS

When Samsung Electronics CEO Boo-keun Yoon talks about drawing inspiration “from the contours of a wineglass,” you can get the impression that it is the little things that matter most. “Sweating that detail for the experience,” as Hosain Rahman, CEO of Jawbone, puts it. But as you dig more deeply into the businesses of Samsung and Jawbone–and Flipboard and J.Crew–what you see is a meshing of both small-bore focus and big-picture vision. “Jenna [Lyons] is a designer all day long,” says J.Crew brand president Libby Wadle of the company’s executive creative director, “but she can also have conversations about real estate, about parts of running the business. . . . Her head is not in the clouds.”

10. IT IS STILL DAY ONE

Jeff Bezos, the CEO of Amazon, uses the expression “day one” to describe how far along his enterprise is in its maturation: Despite two decades of success and growth, Bezos contends, Amazon is at the beginning. You could apply that same perspective when assessing design’s impact on business. So much has changed in the past decade, it is natural to feel a bit of wide-eyed amazement about how far we have come. Yet given the chaotic, fast-changing nature of our world, and the increasing requirement for flexible responses to new challenges and new opportunities, there’s no question that design has only begun to reach its potential. Businesses cannot sacrifice “better” and “nicer” in order to be “faster” or “more efficient.” We need to do it all. Which means the design revolution is only at its dawn.

customer service quiz answers


Answers

 

  1. D. Customers are often wrong but they never stop being the customer. Right or wrong they are to be accorded respect and cared for. Focus on the insights their complaint offers.
  2. D. Complaining customers alert you to systemic problems before they drive off more customers. Their complaints represent many more customers who may not spend the time to tell you about problems, instead just leaving you for your competitors.
  3. C. Your staff deserves and thrive on recognition and appreciation. Take the time to celebrate them collectively and individually. Whether through cards, gifts, surprises, outings and acknowledgements at company functions, let them know how important, valued and appreciated they are to you and the company.
  4. E. CRM refers to systems designed to track and cater to each customer’s whims and preferences over a lifetime. CRM is about managing customer relationships over the long haul by attending to their individual needs.
  5. B. Complaining customers have several needs. Implicit in their actual complaint is also a need to be heard and their unhappiness acknowledged. Fixing the problem is important. So is letting them know you understand their displeasure and feel for them. One without the other is an incomplete remedy for customer complaints. Don’t forget the emotional component in complaints.
  6. B and C. When you solve a problem for a customer you actually build confidence and allegiance. You’ve proven you stand behind your products or service, giving customers a warm and fuzzy feeling of safety and protection. As well, you tap the pulse of the customers. Their complaints and feedback give valuable insight into how well your products are assembled, documented, sold and hold up. Listening to customers tells you a great deal about your company’s products and services (and your competitors’ too) from real life customers. That’s invaluable!
  7. D. A Customer Service orientation must transcend the service department. All departments must understand and model good customer service for the company to be considered strong in service. Many problems can be avoided outright by attending to customer service. Why should the customer service department carry the weight of service for the entire company. Don’t operate under the adage “never enough time to do it right but always enough time to do it over.” Get it right at the source, in all departments.
  8. D. Make your call center is a shining example of your company’s commitment to its customers. Your center is a visible symbol of your company’s commitment to customer success.
  9. D. Customer Care is a philosophy wherein customers are cared for by a company – the entire time they’re customers. Care isn’t just to be administered as a salve for problems. Demonstrate care from the start and your customers will flock to your products and services.
  10. D. Customer Service Culture is the infusion of service ideals into every department, from  sales, shipping and receiving to legal, human resources and beyond.

How did you do?  If you scored 100% you may write the next post!

If you scored 80% or better you’re a service ace.

60-80% you understand customer service.

If you scored below 60% don’t fret. Make improving your customer service orientation a priority. Ask others what it means to them, take a class, read books and columns on service, or talk to us on how we can help you or your staff deliver exceptional customer service

Then you’ll be a Service Ace!

contact jack today

customer service quiz questions


Are You A Service Ace?
Take this Quiz and See!
Test your customer service knowledge and learn how to be a service ace by picking the correct answer to each of these 10 questions.

1.  A complaining customer is:

A. Always right
B. Almost right
C. Often lying
D. Always the customer

2.  Customers who complain:

A. Had unhappy childhoods
B. Are genetically predisposed to be sourpusses
C. Have trouble in their primary relationships
D. Are doing you a service in identifying what isn’t working in your business or organization

3. The best reward for your customer service representatives is:

A. Earplugs and punching bags
B. Valium or other mind-numbing drugs
C. Recognition and appreciation on your part
D. Anger management seminars

4.   CRM stands for:

A. Customers Rarely Matter
B. Can’t Remember Much
C. Communicating Random Meaning
D. Customers Rudimentarily Managed
E. Customer Relationship Management

5.  Customers who complain want . . .

A. Something for nothing
B. To be heard and have their experience validated
C. To vent for the sport of it
D. To be made majority shareholders in the company

6.  Customer Service departments:

A. Are the afterthought that cleans up messes other departments cause
B. Build customer loyalty
C. Are leaders in understanding customer behavior patterns and market research

7.  For a company to be considered service-oriented:

A. It must mention customer service in its mission statement.
B. At least 18.3% of its employees must work in the customer service department
C. Its managers must at one time have been CSRs
D. Customer service must be addressed by all departments

8.  A Call Center is defined as:

A. The midpoint in duration of a telephone call
B. A revenue sink hole
C. A place where middle-of-the-road calls coexist with liberal and arch-conservative calls
D. A location where complaints and problems are converted into successful saves for your customers and your company

9. Customer Care is:

A. A managed care medical program for customers
B. A nifty alliterative phrase that looks good in company brochures
C. A new program where customers care for themselves
D. A philosophy wherein the customer is wrapped in service even before a problem arises

10.  Customer Service Culture is

A. A new form of yogurt where the lid removes itself for you
B. Behavior being analyzed in a Petrie dish for contagions
C. A mythical civilization in which everyone smiles and welcomes you when they meet
D. An environment where customer service permeates the thinking of the entire company


Answers

Points of difference (POD’s)™

Over the last months, visiting wineries and breweries, I have been more and more struck by what makes one venture stand out and appeal more than another.
With so much choice within a region, potential customers often find it perplexing to make choice as to where to go – with aggregate sites often having lots of choice, poor search filters and out of date information many loose interest in the task quickly.

if you were to sit down and write your top 10 Points of difference (POD’s)™ what would they be?

How important would they be to your customers? –  we can help with your top 10 so that it aligns to their top 10.

We can examine your points and inform you on the ones your customers care about and the ones they don’t.

 

If you would like to have a chat to see what we could do for you text or call 0481 854 516 TODAY!

Customers of Tomorrow and your customer stems

Customer stems

The latest thinking around customer development and engagement revolves around customers stems, that is, the way you currently categorise your customers into subsets or groups and how appropriate and transferable these stems are to current and future customers.
Do you currently educate your staff on how to talk to certain groups of customers according to how they like to receive information and what triggers them to buy? Do you have customer subsets grouped according to their preferences/triggers and how transferable are they to new customer groups.

We are currently developing customer stems groupings according to how customers like to receive information, so that customer service staff  can identify different customer types and adapt the delivery/pitch accordingly.

If you would like to have a chat to see what we could do for you text or call 0481 854 516 TODAY!

2017 – Does the future look dark

Does the future look dark ?

back-g

well No. 2017 chinese year of the rooster

As we enter into November the year is nearly over, looking forward to 2017 what does it hold .

will it be the best yet?

The Chinese New Year 2017 of the Fire Rooster will start on January 28, 2017 – the second New Moon after the Solstice.

What does it have it store

 

The Year of the Rooster will be a powerful one, with no middle of the road when it comes to moving forward. This year, impressions count. You’ll want to look your best and be clear on your intentions concerning love, money, and business. Stick to practical and well-proven paths to ensure success, rather than risky ventures.

The New Year of the Fire Rooster  is going to bring fresh challenges requiring quick wit and practical solutions!

“I am alert
Ready to take action
The first on the scene
The last to leave
I take chances
But I am precise
I know where things belong
I am orderly and fastidious
Nothing escapes me
I am always prepared
I never give up or in
I AM THE ROOSTER”

 

 

The top 5 branding trends of 2016

The branding landscape is changing fast: keep up by checking out this year’s top trends.

In many ways, the fundamental process of branding is timeless and unchanging. Research your market, come up with a strong idea, generate content that conveys that idea, and then find ways to get those designs in front of the right audience.

But in 2016, finding that audience was becoming increasingly challenging. Big changes in technology, content creation and culture meant anyone working in branding had to keep a close eye on developments to avoid outdated strategies that would miss the mark.

In this post, we sum up what we see as the 5 biggest trends influencing branding in 2016 and going into 2017. But if there’s a trend you think we’ve missed, please don’t hesitate to share it in the comments below.

01. Audiences shift to mobile, and advertising shifts to Facebook

Ezra Firestone, co-founder of Boom! by Cindy Joseph, sees Facebook’s self-serve advert interface as “better than any other advert platform on the market”

To build a brand that connects with your audience, you have to go where that audience is. And 2016 will be remembered as the year the digital audience shifted from desktop to mobile in a big way.

This June, Mary Meeker’s annual Internet Trends Report revealed that consumers were now spending 25 percent of their time on mobile, compared with 22 per cent on desktop computers, and that mobile’s ad revenue had grown by more than 66 per cent, far outpacing desktop-based ad revenue, which was up a measly five percent.

At the same time, brands have been struggling to engage the attention of online audiences, due to the rise of ad-blocking technologies. This has led, for example to a shift from traditional display ads to sponsored content and branded content.

The two platforms that were most successful at making mobile ads work were Facebook and Google, who together controlled 76 percent of internet advertising growth in 2016. With Zenith’s Mobile Advertising Forecasts in October predicting the mobile proportion of internet use will hit 79 per cent by 2018, other content providers need to follow their lead, and fast.

02. Snapchat takes centre stage

Taco Bell got 224 million views in one day for its Snapchat Lens, which turned users’ heads into a giant taco shell to celebrate Cinco de Mayo

While Facebook may have dominated digital advertising in 2016, there was a new kid in town generating a whole heap of attention from big brands.

Snapchat is an image sharing social network with a difference. The content you share on Snapchat doesn’t live forever, like on Instagram. Instead, it disappears after a short time, imbuing it with a sense of urgency and excitement. Snapchat is also known for its filters, which people can use to transform their selfies in amusing ways.

The social network become astonishingly popular with the young: according to Nielsen, it reaches 41 per cent of all Americans aged 18-34 on any given day. And unsurprisingly, brands have beaten a path to its door, paying huge fees for custom-made filters (known as Snapchat Lenses) for one-off campaigns.

So, L’Oreal offered users a Snapchat Lens that showed what they’d look like wearing L’Oreal makeup. Gatorade released a video Snapchat lens during the Super Bowl that showed users being drenched in a Gatorade bath. Taco Bell had one that turned your face into, you guessed it, a Taco Bell.

None of this is particularly sophisticated stuff, but it does seem to work. The Gatorade Super Bowl campaign, for example, cost PepsiCo a whopping £750,000, but was reportedly viewed more than 100 million times.

03. Chatbots become part of the branding mix

Pizza Hut now lets you order takeaways using its Facebook and Twitter chatbots

If Snapchat was the new, cool company in 2016, the coolest new technology was chatbots. Intelligent software that talks with people via text or voice, in a way that closely resembles a real human, chatbots truly arrived this April with Facebook’s new Messenger platform.

In brief, Facebook Messenger makes it easier for businesses to deliver automated customer support, ecommerce guidance, content and interactive experiences through chatbots. Twitter has followed suit earlier this month with its own chatbot service, and there are plenty of other competitors in this growing space.

Examples of chatbot tech use by brands include Pizza Hut letting customers to order takeaways via its Facebook and Twitter chatbots; Sephora’s chatbot for messaging app Klik, which lets you to buy products that are referenced in your conversations without ever leaving Kik; and HealthTap, which connects users with more than 100,000 real doctors, but first carries out an initial consultation using a chatbot.

It’s early days yet, but chatbots have the potential to revolutionise how we buy things online. Right now, we have to laboriously slog around an ecommerce site trying to find the thing we want. Soon, though, we may be guided by our own virtual personal shopper, who asks pertinent questions about what we’re looking for, then finds us the perfect item in an instant. Watch this space…

04. Facebook Live reinvigorates video streaming

Buzzfeed exploded a watermelon, and attracted 800K+ viewers

If Snapchat brought a sense of FOMO (fear of missing out) to image sharing, then the launch of live streaming platform Facebook Live in April did the same for video. And brands have been quick to jump on board.

Early on, they used it to live-stream ‘traditional’ publicity events, such as General Motors’ launch of its Chevy Volt EV at CES. Then things got more imaginative. Dunkin’ Donuts, for example, constructed a doughnut wedding cake live from their test kitchen, while Buzzfeed had more than 800,000 people watching as its employees stretched rubber bands over a watermelon until it burst (in case you’re wondering, it took just over 40 minutes).

Elsewhere, Land Rover live-streamed test drives of its vehicles in on- and off-road environments via Facebook Live and Periscope, then took questions about their capabilities from viewers on social media. Airbnb partnered with Disney, providing them with a specially-built ‘treehouse’ from which to live-stream red-carpet interviews on Facebook Live during the premiere of the new Jungle Book movie. Even broadcasters have been getting in on the act, with UFC, Sky’s Soccer AM and the BBC’s Match of the Day all using Facebook Live to put out teaser content.

The technology behind Facebook Live is nothing new, but by making it free and easy to use, and connecting it with its huge global audience, the service is likely to continue to attract big brands for some time to come.

05. Augmented reality makes a comeback

The Pair app lets you try before you buy using augmented reality

Augmented reality (AR) is a technology that’s also known as hybrid reality or mixed reality. But whatever you call it, it refers to the merging of physical and virtual worlds, to allow physical and digital objects to interact in real time via smartphone screens and other devices.

AR itself is nothing new, but this year’s Pokemon Go craze meant that millions of consumers started interacting with AR for the first time. Nintendo quickly grasped the commercial potential of its free geolocation game, charging physical stores and eateries to become hotspots for the virtual pocket monsters players were trying to catch.

Other brands were also finding new ways to use AR to engage with customers. For instance, fashion retailer New Look has just launched augmented-reality photobooths in its stores; McDonald’s launched a new AR-driven Monopoly game for diners in Australia; and the AR catalog platform Pair enables you to see what furniture sold by the likes of Ikea, Herman Miller and Blu Dot would look like in your home.

As AR shifts from smartphones to new devices such as Microsoft’s HoloLens computerised glasses, we can only expect this trend to continue in 2017.

By Tom May Graphic design  

The Change Curve

Accelerating Change, and Increasing Its Likelihood of Success

future-past

Initially, many people want to cling to the past.

Here’s the scenario: You have invested vast amounts of time and dollars in the latest systems and processes; you have trained everyone; and you have made their lives so much easier (or so you think.) Yet months later, people still persist in their old ways: Where are the business improvements you expected? And when will the disruption you’re experiencing subside?

The fact is that organisations don’t just change because of new systems, processes or new organisational structures. They change because the people within the organisation adapt and change too. Only when the people within it have made their own personal transitions can an organisation truly reap the benefits of change.

As someone needing to make changes within your organisation, the challenge is not only to get the systems, process and structures right, but also to help and support people through these individual transitions (which can sometimes be intensely traumatic, and involve loss of power and prestige… and even employment.)

The easier you can make this journey for people, the sooner your organisation will benefit, and the more likely you are to be successful. However if you get this wrong, you could be heading for project – and career – failure.

The Change Curve is a popular and powerful model used to understand the stages of personal transition and organisational change. It helps you understand how people will react to change, so that you can help them make their own personal transitions, and make sure that they have the help and support they need.

Here, we first look at the theory behind the Change Curve. Then we look at how you can use it to accelerate change and improve its likelihood of success.

Note 1: 
The Change Curve is widely used in business and change management and there are many variations and adaptations. It is often attributed to psychiatrist Elisabeth Kubler-Ross, resulting from her work on personal transition in grief and bereavement.

Note 2:
Here we’re describing major change, which may be genuinely traumatic for the people undergoing it. If change is less intense, adjust the approach appropriately.

The Change Curve

The Change Curve model describes the four stages most people go through as they adjust to change. You can see this in figure 1, below.

change-curve

When a change is first introduced, people’s initial reaction may be shock or denial, as they react to the challenge to the status quo.

This is stage 1 of the Change Curve. Once the reality of the change starts to hit, people tend to react negatively and move to stage 2 of the Change Curve: They may fear the impact; feel angry; and actively resist or protest against the changes.

Some will wrongly fear the negative consequences of change. Others will correctly identify real threats to their position.

As a result, the organisation experiences disruption which, if not carefully managed, can quickly spiral into chaos.

For as long as people resist the change and remain at stage 2 of the Change Curve, the change will be unsuccessful, at least for the people who react in this way. This is a stressful and unpleasant stage. For everyone, it is much healthier to move to stage 3 of the Change Curve, where pessimism and resistance give way to some optimism and acceptance.

Tip: 
It’s easy just to think that people resist change out of sheer awkwardness and lack of vision. However you need to recognise that for some, change may affect them negatively in a very real way that you may not have foreseen. For example, people who’ve developed expertise in (or have earned a position of respect from) the old way of doing things can see their positions severely undermined by change.

At stage 3 of the Change Curve, people stop focusing on what they have lost. They start to let go, and accept the changes. They begin testing and exploring what the changes mean, and so learn the reality of what’s good and not so good, and how they must adapt.

By stage 4, they not only accept the changes but also start to embrace them: They rebuild their ways of working. Only when people get to this stage can the organisation can really start to reap the benefits of change.

Using the Change Curve

With knowledge of the Change Curve, you can plan how you’ll minimise the negative impact of the change and help people adapt more quickly to it. Your aim is to make the curve shallower and narrower, as you can see in figure 2.

using-the-curve

As someone introducing change, you can use your knowledge of the Change Curve to give individuals the information and help they need, depending on where they are on the curve. This will help you accelerate change, and increase its likelihood of success.

Actions at each stage are:

Stage 1

At this stage, people may be in shock or in denial. Even if the change has been well planned and you understand what is happening, this is when reality of the change hits, and people need to take time to adjust. Here, people need information, need to understand what is happening, and need to know how to get help.

This is a critical stage for communication. Make sure you communicate often, but also ensure that you don’t overwhelm people: They’ll only be able to take in a limited amount of information at a time. But make sure that people know where to go for more information if they need it, and ensure that you take the time to answer any questions that come up.

Stage 2

As people start to react to the change, they may start to feel concern, anger, resentment or fear. They may resist the change actively or passively. They may feel the need to express their feelings and concerns, and vent their anger.

For the organisation, this stage is the “danger zone.” If this stage is badly managed, the organisation may descend into crisis or chaos.

So this stage needs careful planning and preparation. As someone responsible for change, you should prepare for this stage by carefully considering the impacts and objections that people may have.

Make sure that you address these early with clear communication and support, and by taking action to minimise and mitigate the problems that people will experience. As the reaction to change is very personal and can be emotional, it is often impossible to preempt everything, so make sure that you listen and watch carefully during this stage (or have mechanisms to help you do this) so you can respond to the unexpected.

Stage 3

This is the turning point for individuals and for the organisation. Once you turn the corner to stage 3, the organisation starts to come out of the danger zone, and is on the way to making a success of the changes.

Individually, as people’s acceptance grows, they’ll need to test and explore what the change means. They will do this more easily if they are helped and supported to do so, even if this is a simple matter of allowing enough time for them to do so.

As the person managing the changes, you can lay good foundations for this stage by making sure that people are well trained, and are given early opportunities to experience what the changes will bring. Be aware that this stage is vital for learning and acceptance, and that it takes time: Don’t expect people to be 100 percent productive during this time, and build in the contingency time so that people can learn and explore without too much pressure.

Stage 4

This stage is the one you have been waiting for! This is where the changes start to become second nature, and people embrace the improvements to the way they work.

As someone managing the change, you’ll finally start to see the benefits you worked so hard for. Your team or organisation starts to become productive and efficient, and the positive effects of change become apparent.

Whilst you are busy counting the benefits, don’t forget to celebrate success! The journey may have been rocky, and it will have certainly been at least a little uncomfortable for some people involved: Everyone deserves to share the success. What’s more, by celebrating the achievement, you establish a track record of success: Which will make things easier the next time change is needed.

if you would like to know more or would like us to help manage your change contact i2HQ for fresh thinking and new approaches 

What Great Brands Do

1.  Great Brands Start Inside – cultivate a vibrant corporate culture around the brand

2.  Great Brands Avoid Selling Products – develop superior emotional connections through products

3.  Great Brands Ignore Trends – challenge and anticipate trends, rather than follow them

4.  Great Brands Don’t Chase Customers – accept that your brand is not for everyone and attract those who are destined to be your most loyal

5.  Great Brands Sweat the Small Stuff – overcome silos to align and unify all your customer experiences

6.  Great Brands Commit and Stay Committed – sacrifice short-term profit to maintain brand integrity

7.  Great Brands Never Have to “Give Back” – make a positive social impact by creating shared value

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