Volume XXXV, Number 10 October 2011 A Publication of the American Society for Training & Development – LA Chapter

October 20, Chapter Meeting: "GRAPHIC FACILITATION: A Creative Blending

of Art and Science" Presented by Jim Oswald

Page 2

Leadership Corner: "Five Keys to Telling Stories Effectively" by Dave Jensen Page 5

Learning & Development 101: "Training Needs Assessment Versus Performance Analysis" by Donald J. Ford, Ph.D. Page 7

Learning Professional 2.0 by Terrence Wing "A Case for Social Learning 2.0" Page 11

Driving Learning Leading Innovation

Building Community

In this issue 2

Chapter Meeting Details

3-4 Building Community

What’s New with ASTD-LA & ASTD National?

Quote & Factoid of the Month

5-6 Leadership Corner

By Dave Jensen

6 Shining Stars

7-9 Learning & Development 101

by Donald J Ford, PhD

10 Leading Innovation

11-13 Learning Professional 2.0 by

Terrence Wing

14-15 Driving Learning:

Workshops and Webinars

16 Calendar

New Members

2 ©2011 ASTD-LA

It begins with a modest line on a large sheet of white paper. Lines grow and connect to form words and images. The ideas of the group are beautifully captured to become part of institutional memory that can be accessed again and again to sustain the learning from workshops and critical conversations or facilitate emotional expression during organizational change. We know that people learn and process information in different ways. We can engage visual intelligence to stimulate innovation, understanding, and communication in organizations. Using graphic facilitation adds a creative visual element to discussions, decision-making, and strategic planning. Join us for a chance to discover the underlying principles of graphic facilitation and learn in a hands-on exercise some of the basics for using facilitation graphics in your classes. Our facilitator for this session is Jim Oswald. With over 28 years’ experience, Jim is an organizational strategist and facilitator who collaborates closely with Fortune 100 – 500 businesses from around the globe to improve organizational performance and effectiveness. He designs and facilitates strategy and long range planning workshops, leadership retreats, and teambuilding and communication strengthening sessions for executive and leadership teams.

He also designs and implements change management and strategic communication

initiatives. As a graphic facilitator, he fuses facilitation and meeting management skills with large scale note-taking and pictograph creation to capture and map strategic conversations and build roadmaps for action (see his YouTube video for a quick intro to facilitation

graphics: http://www.youtube.com/watch?v=zws7trYHyTg). Jim’s clients include companies like Apple, Microsoft, Fast Company Magazine, and Toyota, as well as universities like our own USC, Stanford, and many of the UC campuses. See more about Jim on his LinkedIn profile: http://www.linkedin.com/in/jimoswaldfacilitator1. Jim resides in West Los Angeles with his wife of 18 years and two tweener/teenage daughters; serves as President on the Board of Directors for The Association of Catholic Student Councils, a national leadership training and development program for elementary school students; and serves on the Alumni Council at his alma mater Loyola High School; spends a lot of time with Homeboy Industries and Homegirl Café downtown; and rides his road bike and standup-paddleboard (not at the same time) in the spaces in between. You won’t want to miss this exciting opportunity to learn about and practice graphic facilitation with friends and colleagues!

ASTD’S COMPETENCY MODEL

THIS MEETING ENCOURAGES:

Foundational skills: Thinking Strategically

Demonstrating Adaptability Communicating Effectively

Analyzing Needs and Proposing Solutions

Driving Results

Focus skills: Designing Learning

Improving Human Performance Delivering Training

Facilitating Organizational Change Career Planning and Talent

Management

Workplace learning/ Performance role: Learning Strategist

Professional Specialist Business Partner Project Manager

CHAPTER

MEETING

THURSDAY

October 20

Olympic Collection 11301 Olympic Blvd. West LA, CA 90025

Pre-paid by 2 days before meeting:

Members $40

Non-Members $50

After 5 PM 2 days before meeting:

Members $50

Non-Members $60

Reservation, Map and Directions: www.astdla.org

Registration: 5:45 pm

Orientation: 6:00 PM

Dinner & Informal Networking: 6:30 PM

GRAPHIC FACILITATION: A Creative Blending of

Art and Science Facilitated by Jim Oswald

Register Now

If you are not familiar with the amazing color, words, and images used in facilitation graphics, don’t miss out! Follow the link to Jim’s YouTube video at

http://www.youtube.com/watch?v=zws7trYHyTg.

3 ©2011 ASTD-LA

Building Community

Don’t miss out on our Free Community Event:

Rhythm Makes the World Go Round ~ Remo Drum Circle

Facilitated by Chris Ramirez, REMO Drum Center

Come Drum with Us on October 29 from 2 to 4 p.m. and Find Your Inner Rhythm!

In 1991, during testimony before a United States Senate Committee, Grateful Dead drummer Mickey Hart stated:

Typically, people gather to drum in drum circles with others from the surrounding community. The drum circle offers equality because there is no head or tail. It includes people of all ages. The main objective is to share rhythm and get in tune with each other and themselves. To form a group consciousness. To entrain and resonate. By entrainment, I mean that a new voice, a collective voice, emerges from the group as they drum together.

Take some time away from your hectic schedule, and join us for an invigorating community event of drumming, sharing, and simply having fun. Drumming has direct implications to training and co-operation. Co-operation and collaboration is the basic glue of community drumming. When we drum together, sharing our spirit in the form of rhythm, it changes our relationships. As we play together, we give ourselves a rhythmical massage and an emotional release. The experience is unique to each person in the circle, and it happens whether we are participating in the circle by drumming or standing outside the circle and listening while tapping our feet and clapping along with the music.

There are many places where drum circles are being used for many purposes, such as:

• Teambuilding for corporations • Empowerment building for men’s and women’s groups • Spirit building for spiritual growth and personal growth groups • Synergizing and rhythm training for school/young people’s groups • Stress and anger relief for youth-at-risk groups • Orientation for college campuses • Circles for multi-cultural awareness • Family bonding for family night drum circles • Community building

Location: Remo RMC, 7308 Coldwater Canyon Ave., North Hollywood, CA 91604

Tuition: FREE

Space is limited, so RSVP early to reserve your seat. Register now.

What’s New

with

ASTD-LA?

4 ©2011 ASTD-LA

Building Community

Quote

of the

Month

...perhaps all the dragons of our lives are princesses who are only waiting to see us once beautiful and brave. Perhaps everything terrible is in its deepest being something helpless that wants help from us.

Rainer Maria Rilke

Mark

Your

Calendars!

Upcoming Dates You Won’t Want to Miss: • October 29 – ASTD-LA Free Community Event: Drum, Train, and Play

• ASTD-LA members: don’t forget to sign up for your free webinar (see details on page 15) on Tuesday, October 25:

The Secrets to Making Business Change and Transitions Easy Presented by Maureen Gevertz

Time: 12:00 to 1:00 p.m. Pacific Time

• November 5 – Leadership Day

• December 1 – ASTD-LA Holiday Party

What’s New

with

ASTD

National?

Professional Development Webcasts – Remember, as an ASTD-National member you can browse and view any of the professional development webcasts in the Library at http://www.astd.org/membership/ProfDev Webcast.htm. Coming in October:

• Leveraging the Taleo Learn Center for Leadership Development Program October 11, 2011 • 2:00 p.m. ET Presenter: John Moxley, Director Leadership Development, Cricket Communications

Find out how Cricket has used the Taleo Learn Platform and related technologies to launch and support Leader U, it’s Leadership Development Program. Cricket's innovative programs include WBT delivery, ILT management, monthly communications, a Profiles in Leadership video series, leadership development plans, social networking, and more.

• Training Interviewers Online: New Approaches for a New Workforce October 18, 2011 • 2:00 p.m. - 3:00 p.m. ET Presenter: Matthew O’Connell, Ph.D.

Matthew O’Connell, Ph.D., of Select International will discuss the benefits of utilizing a “crawl-walk-run” approach to training interviewers online. Participants will also learn how to • Develop the skill of sifting through lots of information in an interview and capture only the most

relevant data. • Identify the latest methods and strategies for implementing an online interviewer training program

across your organization • Review best-in-class approach to training interviewers effectively to mitigate their legal risk in the

hiring process • Learn what features to look for in an online interview training course

Factoid

of

the

Month

Happier Employees Give Companies Better Returns Corporations listed in Fortune's "100 Best Companies to Work For in America" had equity returns that were 3.5% per year higher than those of their peers, indicating that employee satisfaction correlates positively with shareholder returns, says Alex Edmans of the Wharton School. The results of his study of companies from 1984 through 2009 also indicate that, contrary to prior research, employee satisfaction need not represent managerial slack.

5 ©2011 ASTD-LA

didn't realize that to transform the mind one must go through the heart. This leader didn't appreciate the power of story to inspire, motivate, and encourage others to commit to her message.

Five Keys to Telling Stories Effectively

By Dave Jensen

The Leader’s Story

The CEO marched to the podium. The applause faded. The audience of 500 senior executives and middle managers listened as the CEO

outlined the major change initiative. Her grasp of the facts and details was amazing. Unfortunately, after 10 minutes of data, the audience drifted. The CEO

lost them because she didn't know that broadcasting is not communicating. She

Do you? Do you employ the key elements of effective storytelling to move others from where they are to where you need them to be? Research teaches us that stories have a unique power to persuade and motivate because they appeal to our capacity for empathy (1, 2). Here are several techniques to help you motivate your team (during training, team meetings, one-on-one communication…) using the power of story:

1. A journey begins on common ground. The life experiences of your audience affect their ability to connect emotionally to any story. Familiarity helps an audience identify with the characters in your story. So, make sure your stories relate to their experiences. Begin on their turf so they know that you know where they are coming from.

2. Be true to you. Share who you are by letting the audience experience the emotion in your story. How? By feeling it yourself. They will feel it when

you do. Therefore, you need to relive your story and its emotions as you tell it. This requires a degree of vulnerability that many leaders have a hard time exposing. I encourage you to try.

3. Keep them guessing. Professor Peter Gruber tells us “a great story is never fully predictable through foresight, but it is projectable through hindsight." It is how you reveal the nature of your characters, their difficulties, and how they overcome their obstacles that tantalize your audience.

4. Keep them engaged. Involve the audience by asking questions, adding humor, painting vivid pictures, and using the power of you. One of my favorite techniques is to put the audience in my stories. It's as easy as saying "imagine you're walking down the street..." You turn an ‘I’ story into a ‘we’ story. The whole audience experiences your story together.

5. Practice the paradox of presents. I strongly urge you to wing it when you present, BUT only after obsessively

Leadership Corner

6 ©2011 ASTD-LA

practicing. That's practicing the paradox of presents. It takes a lot of practice to appear unrehearsed. You practice, drill, and rehearse until you know your story inside and out. Then as you start telling the story, you become present with the audience. Be with them and they’ll go along with you.

Your Story? These are a few of the keys to telling effective stories.

The CEO didn’t use them to move her audience. How can you adapt them move yours?

Keep on stretching,

Dave

1. Jeremy Hsu; The Secrets of Storytelling, Scientific American Mind, August/September 2008, 46 -- 51.

2. Peter Guber; The Four Truths of the Storyteller, Harvard Business Review, December 2007, 53 -- 59.

Dave Jensen and his team transform proven leadership tools into your success stories. Dave is an executive coach and an engaging speaker at conferences, meetings, and retreats. He can be reached in Los Angeles, CA, at (310) 397-6686 or http://davejensenonleadership.com/.

Leadership Corner

Shining Stars for August 2011

For August we are sending a glittery star to Mike Morrison for his successful facilitation of the Designing Assessments to Guide Our Education, Training and Development Efforts workshop. Other

shiny stars go to Lockheed Federal Credit Union for hosting and Armin Pajand for leading the project.

And of course, another galaxy of glowing stars to add to Debbie Newman’s impressive collection for

facilitating another Train-the-Trainer workshop, plus a shining star thank you to Disney Consumer Products for hosting.

7 ©2011 ASTD-LA

Training Needs Assessment Versus Performance Analysis By Donald J. Ford, Ph.D. President, Training Education Management LLC and Adjunct Professor of Management, Antioch University Los Angeles

While training professionals have many ways to design and deliver learning, we all know that we should start the training process the same way – by analyzing the need. When presented with a potential training opportunity, we first must determine what has created this opportunity and how the organization should expend its resources to address it.

In conducting an initial analysis, we have several decisions to make. First, we need to decide whether training is an appropriate solution. If it is, then we need to decide what content to include and finally, who needs to receive training. Each of these decisions can be supported by a growing number of models and tools that provide guidance and structure to our work. In particular, two models have emerged to guide our analysis – the Human Performance Improvement (HPI) model and the Training Needs Assessment (TNA) model.

The HPI model refers to a systematic problem solving process that focuses on identifying root causes of complex performance problems and implementing systemic solutions. One of the key tenets of HPI philosophy is that we do not assume that training or any other particular solution is the answer to an organization’s problem until we have collected and analyzed evidence to support it. Another key tenet is that work performance is a complex system of attitudes, behaviors and accomplishments that depends upon both organizational and individual factors for success.

As the HPI model illustrates, performance analysis is divided into three phases – business, performance, and cause. The business analysis determines the organization’s goals and how they relate to the performance of employees. This establishes the bottom-line results that we are trying to achieve.

The performance analysis establishes the gap between where we are (actual state) and where we need to be (desired state). Finally, the cause analysis examines a variety of possible root causes to isolate those most likely creating the performance gap.

Learning & Development 101 Reminders for Seasoned Professionals and Vital Skills for New Trainers

8 ©2011 ASTD-LA

Job Task Analysis Model

Under cause analysis, note that knowledge/skills is only one of six key causes of performance problems. Unless we have evidence that a lack of knowledge or skill is contributing to the performance gap, we do not have a problem that training can solve. Put positively, we should only conduct training when we have evidence of a knowledge or skill gap. Providing training when the root cause is something else – lack of motivation, resources, structure, information, or wellness – is just setting us up for failure.

Once we have established that a knowledge/skill gap exists, however, we are ready to move to the Training Needs Assessment (TNA) model to further specify the need. Many different TNA models exist. Some are process-driven; others focus on outcomes and methods. Each of these models, however different in conception and approach, is designed to accomplish two things:

1. Define the content of the training 2. Define the audience for the training

The model below shows how both of these key outcomes are created through a series of processes that lead to a fully-conceptualized training solution, the end product of training needs assessment.

To understand how this works, consider the four boxes in the middle of the model. For content, we typically rely on two processes – job task analysis and establishing learning outcomes. Learning outcomes may be provided by the requesting client, key stakeholders or external mandates. We usually arrive at these through interviews

and document review. Job tasks analysis is a process that breaks jobs into outcomes, outcomes into tasks, tasks into steps, and steps into knowledge (see figure).

Once we document these thoroughly through interviews and observation, we have the course domain. We can then match this up with the desired learning outcomes to determine the precise subject matter of the training.

To analyze the training audience, we also rely on two key processes – skill gap analysis and learner analysis. Learner analysis is the process of defining the specific needs of the proposed target audience, including: prerequisite knowledge/skill levels, learning motivation, preferred learning styles, cultural differences, physical and environmental constraints, etc. This is often assembled through a combination of interviews and surveys. The skill gap analysis looks at the gap between the existing skill level of the target audience and the

Training Needs Assessment Model

1

Training Solution

Training Content

Training Audience

Job TaskAnalysis

LearningOutcomes

Skill GapAnalysis

LearnerAnalysis

Learning & Development 101, cont’d

Skill Gap Analysis Model

IdentifyDesired

Skills

MeasureExisting

Skills

Develop Future Vision

DevelopSkills

Profile

Develop Plan to

Close Gap

GAP

9 ©2011 ASTD-LA

required skill level based on the organization’s needs and job standards. As a rule of thumb, the larger the skill gap, the more expensive and time-consuming is the training solution. Skill gap analysis thus helps us estimate the time requirements while focusing on the highest priority content areas.

Once we complete this analysis work, we are ready to assemble the pieces into a training solution that we take back to our client for approval. This takes us to the end of analysis. If we’ve done a good job, we will get approval to move to the next step – learning design.

While we know how important analysis is to our process, clients often do not realize this. They may impatiently question why we are taking up their time analyzing the problem. They may wish to direct us to a solution without any analysis, relying on gut instinct. We will need to carefully explain the benefits of analysis in these cases or else risk seeing the process shortchanged or skipped altogether.

One tactic that has worked for me is to use the analogy of a medical doctor. If you feel sick, but don’t know why, you expect your doctor to perform a diagnosis, complete with tests, prior to naming your illness and prescribing a plan of treatment. In fact, treatment without diagnosis is considered malpractice in the world of medicine. Likewise, if we provide treatment (training) without any diagnosis (analysis) we run the risk of professional malpractice. Although our treatments are rarely life-threatening (aside from the occasional death-by-PowerPoint), they do consume valuable time and resources at a moment when organizations can ill afford to waste either.

Learning & Development 101, cont’d

ASTD-LA Member Benefits • Professional Growth • Networking: Meet Like-Minded People • Enhanced Career Potential • Leadership Opportunities • Plus, as a member, you receive other great benefits...

o Discounts on Chapter Meetings, Workshops, Professional Development and more.

o Free monthly webinars o The InterChange, our monthly newsletter o The ASTD-LA Website: members-only access o Access to Jobline and ASTD-LA career development

activities

Join today by calling 562-908-3020 or online at astdla.org.

10 ©2011 ASTD-LA

Have you joined us on Facebook yet? You can find the ASTD-LA Facebook site at http://www.facebook.com/TrainingLA.

Check out what’s new on ASTD-LA’s Facebook site right now: Not sure what Pecha Kucha is? Better check it out because the ASTDLA version is coming in September 2012. It looks to be the start of a long tradition too: http://www.pecha-kucha.org/ And more!

And of course, all the information about ASTD-LA on our website is available 24/7. View up-to-the-minute event info on the calendar including those amazing Special Division meetings; sign up for emails so you’ll always know the latest ASTD-LA news, find links to professional resources, and more!

Facebook.com

ASTDLA.org

LinkedIn.com

Are you part of the ASTD-LA LinkedIn community? Join the discussions, link with members, see the latest promotions, and review or post job opportunities. Some of the current postings, including open positions:

Job: eLearning Specialist 1 Visit the ASTDLA job board for information on this new job posting. http://astdla.org/joblistings?mode=MessageList&eid=706681

Job: Contract Content Developer in Irvine, CA

Will Social Learning 2.0 replace your job as a Learning Professional?

Leading Innovation Join us on the web via your computer or smart phone

and stay connected to ASTD-LA!

Twitter.com

Join the tweets on Twitter! Follow ASTD-LA @ASTDLA or our Twitter page at http://twitter.com/#!/ASTDLA.

11 ©2011 ASTD-LA

By Terrence Wing A CASE FOR SOCIAL LEARNING 2.0

As training and learning professionals, we sometimes get an opportunity to practice what we preach. As advocates of change we conduct lesson after lesson to learners about the benefits of adapting these new skills. We evangelize that change is good and one should

adapt to be successful. This should sound familiar. It’s at the heart of every instructor-led training (ILT) session we conduct. However, change can still be difficult for us too Technology-based learning is turning the mirror on us and seeing how we lead in an environment of change when we’re the ones in

the trenches and not on the soap box. Companies are moving away from ILT (instructor-led-training) – not entirely but significantly. Where does this leave you? Perhaps you are so resistant that this is the last line you read of this article. You’ve made a declaration that you will be the last holdout. Maybe you are curious but not sure if there is enough evidence for alarm. You may even be an advocate ready to do battle on this new front line. If you choose to read further, this article will give you a look into the value

statement for Social Learning 2.0 through a case study from Chrysler.

DIGITAL LEARNING DISTRIBUTORS Perspective is in order before I get too far ahead of myself. My referring to Social Learning 2.0 does not suggest your experience or knowledge as a training professional is antiquated. To the contrary, Social Learning 2.0 is totally dependent on your knowledge of emotional intelligence, leadership skills, change management,

DIGITAL TOOLKIT

This section highlights a digital tool available for free or with a modest cost.

GOT iPAD

It’s no secret the iPad is changing how we consume and create content. The Apple Store and the Android Market (for Android users) is a plethora of amazing tools. If you run meetings and everyone has an iPad, this tool may be very useful. Idea Flight allows you to present and collaborate to other iPad users by pushing your content or presentation to their iPads.

www.ideaflight.com

A

12 ©2011 ASTD-LA

Social Learning

2.0 platforms are

the new digital

distributors of

training and

learning content

Cont’d

customer service, diversity or any other subject of expertise in your arsenal. Allow me to create an analogy. One of my favorite singers is Corrine Bailey Rae. I am sure you have yours too. Her voice is amazing and she clearly has exceptional musical talent. If she were to make a decision to record her music to 8 track tapes or vinyl, how many people would be able to enjoy her music? Instead, Rae publishes to iTunes and other digital distributors. Traditional training is the 8 track tape and the vinyl LP. Your knowledge and experience is the talent. You simply need to format your style to reach your learners.

In their book, The New Social Learning, Tony Bingham and Marcia Conner define Social Learning as “participating with others to make sense of new ideas; what's new is how powerfully they work together. Social tools leave a digital audit trail documenting our learning journey – often an unfolding story – and leaving a path for others to follow." Although Social Learning is not a new phenomenon, the emergence of Social Media has stimulated a transformation of Social Learning into digital form giving rise to a new worker, new competencies, and a new learning economy. Companies are creating

content faster, cheaper, and better than traditional training approaches like ILT. This isn’t an opinion. It’s a fact that this article will prove. Let’s start with dollars and cents. Companies like Chrysler are proving the ROI (return on investment) and ROE (return on equity) of Social Learning 2.0.

CHRYSLER’S SOCIAL

LEARNING BENCHMARK Chrysler Corporation identified the potential in Social Learning and incorporated Web 2.0 technologies (Social Media) into their LMS (learning management system) creating The Chrysler Academy. The benefits of their program were both tangible and intangible. One element of their initiative converted a $100,000 cost for new product training into a 10 to 15 thousand dollar cost. This saved the company $85,000 or more on every new product training

program they created using their Social Learning 2.0 platform. Chrysler proved the financial ill-gotten gains from Social Learning 2.0 are superior to those of traditional approaches. Chrysler was faced with a similar challenge that most organizations in today's modern business theatre face. Their network of 160,000 global customer-facing employees needed to be trained more effectively and efficiently. They set out to provide greater performance support, speed, knowledge sharing, cost, time (from production to getting in the hands of the learner), feedback relays, and collaboration. This effort was in part an attempt to equip their customer-facing employees with deployable knowledge to address a savvy customer base. Chrysler was able to meet their objectives by infusing Web 2.0 technologies into their LMS. The platform they created increased the company’s knowledge base and resources through employee, specifically knowledge workers’, contributions. Semantic technologies used at Chrysler included blogs, RSS (Really Simple Syndication) news feeds, audio and video casts, polls and surveys, web-based courses, learning objects (like PDFs and documents), cloud-based applications, and others.

13 ©2011 ASTD-LA

Terrence Wing is the Chief Learning Evangelist at Liquid Learn. www.LiquidLearn.com twing@liquidlearn.com

Cont’d

Within the first 6 months of launching the site, Chrysler vetted and published 750 learner blog contributions; 1,100 Ad-Hoc Survey responses were received from the learners; and 9,000 Weekly Poll responses were received and aided in resource development.

Despite the financial benefits and costs savings, the greatest accomplishment was in the improvement in how the employees’ ability to meet the demands of their customers. The time between identifying a performance gap and addressing it was greatly reduced. Chrysler had quicker delivery of content, agile content management, efficient culling of pertinent information, and refined content development. Production of course content went from a 2 week cycle to a rapid turnaround of one day via their Social Learning Platform.

THE SOCIAL LEARNING RANKS Chrysler's story is one of many. Organizations large and small are embracing Social Learning. Their ranks include: IBM, YUM! Brands, CISCO, Cheesecake Factory, and so many more. They see the rewards of this shift not only in how the Organization learns but essentially in the evolution of their Organizational culture to accommodate the growing number of Knowledge Workers. Dollars are part of the story but there is so much more to gain through the adaptation of a social learning culture. The case for Social Learning 2.0 is a sign to those conditioned to resist change. The threshold for adoption has already been crossed. Today is an opportunity to catch up and adapt your skill set and products to the new learning culture. It’s time to practice what we preach as learning professionals. Change like this is good.

14 ©2011 ASTD-LA

Advanced Adobe Captivate Facilitated by Mark Itskowitch

Date: Friday, October 21, 2011

Time: 9:00 a.m. to 4:00 p.m.

Location: Antioch University, 400 Corporate Pointe, Room A1018, Culver City, CA 90230

Deepen your hands-on training for one of the most popular rapid e-learning development tools. Adobe Captivate is the most widely used e-learning tool after Word and PowerPoint. The new 5.5 version contains many new features that allow increased versatility in the design of the training, animation, filters, and more!

You will learn how to:

Mark Itskowitch, B.A., M.A. is an Adobe Certified Instructor in Captivate, Flash, Actionscript, Dreamweaver, and Photoshop. He has been involved in multimedia, computer based training (CBT), educational interactive development and the web for over 15 years working with McGraw-Hill New Media, Sony Online, and the NBC Agency.

Mark has also been teaching for 12 years (Platt College, UCSD, San Diego Media Center, Art Institute, etc.) and has done corporate training for Sony, Fox, Universal, Warner Bros., Disney, NFL, Intuit, U.S. Army, and Variety, Inc.).

A laptop is required for the workshop.

.

Tuition: ASTD-LA Members: $169 · Non-members: $189 · Workshop + new ASTD-LA membership: $259

Registration: http://www.astdla.org/Default.aspx?pageId=1009646&wstepNo=2&wctxId=e185d177ebf54369bc4afb6044aa28d8&EventViewMode=3&eventId=351723

Pre-registration and pre-payment is required.

Students: There are limited seats for students at 40% off the member and non-member rates above. Students interested in this offer should call Denise at 562/908-3020

Cancellation/Refund deadline is October 14. No-shows will be charged in full.

Sync your animations and audio on the Timeline

Insert flash files, video, and slidelets

Create your own animations with fade-ins, blurs, and filters with the Effects panel

Create closed captions, custom skin your interface, and add a navigational menu

Use Text to Speech to create audio from scratch

Insert audio to the background; slides and objects; edit and create audio; swap out symbols from the library; & learn the new features of Captivate 5.5!

Approximately 1 week prior to the workshop, you will need to download the trial version of Captivate 5.5 from the Adobe web site; the link will be provided with registration.

The free trial version is only active for thirty days, so time the download accordingly. Contact Mark Itskowitch at mark@headTrix.com or 310-450-0122 with any questions.

Driving Learning

Learning Opportunities: Workshop

15 ©2011 ASTD-LA

The Secrets to Making Business Change and Transitions Easy

Presented by Maureen Gevertz Date: Tuesday, October 25, 2011

Time: 12:00 to 1:00 p.m. Pacific Time (You serve yourself lunch while we serve up some knowledge!)

Location: Your nearest and most comfortable Internet connection

Every day brings a different change and most likely something will be dropped on your desk this year, whether it’s a new HR system, an acquisition, or workforce planning. Instead of reacting to it, you can now use a structured process to help you think through the steps to build a plan for you and your team. Planning transitions due to business changes will enable the attainment of business goals, business strategies and a smooth entry into the desired future state. The approach starts with developing a high-level strategy and vision of “what is possible” and ends with detailed, yet, practical plans of “how do we get there.” This workshop also focuses particular analysis on the corporate culture and underlying organizational elements that will either enable a successful change adoption or become a stumbling block. Alignment and a clear vision are the cornerstones to any successful change and transition.

A key skill every HR professional should have in their toolkit is how to make change and transition easy, for individuals and organizations. What you will get in this 1.5 hour workshop:

• The 4- step easy transition process

• Skills and education on change and transition management

• An opportunity to apply your upcoming business changes to the 4-step easy transition process and get initial feedback

• Ideas on how to plan for and approach your next business change

• Opportunity to interact with other HR and business professionals

• Advice from an expert change consultant for free!

About the Speaker: Maureen Gevertz’s passion is making change and transition easy, for individuals and organizations, to enable the attainment of their goals, business strategies and desired future state. Through her 20 years in Human Resources Management and Organizational Development Maureen has worked in organizations ranging from seventy-five to 160,000 employees in ten industries and across five continents. She is an expert in large-scale change efforts with extensive experience in integration strategy, organizational and cultural change planning, and strategic communication. During her notable career, she has applied her change management expertise and organizational behavior knowledge to a broad cross-section of events ranging from initial public offerings to rapid growth, multi-national expansion, global merger and acquisitions, downsizing, outsourcing, system implementation, re-branding, new leadership assimilation, and culture transformation. For more details about Maureen’s career and accomplishments, go online to: http://www.astdla.org/Default.aspx?pageId=1009646&eventId=381821&EventViewMode=2&CalendarViewType=1&SelectedDate=10/25/2011

Pricing: Members: FREE; Non-Members: $20

Registration deadline is 9:00 a.m. on the day of the webinar. Register Now.

IMPORTANT ACCESS INFORMATION: Once you register thru this system, you will receive a confirmation email that gives you further instructions and another link to complete your registration with the webinar host. If you cannot attend the webinar live, but would like to have access to the recording, be sure to complete this step.

If you do not receive a reminder email by 4:30 p.m. the night before with the access instructions, please contact Denise at office@astdla.org, immediately!

Driving Learning

Learning Opportunities Webinar

16 ©2011 ASTD-LA

7 Fri SPECIAL DIVISIONS South Bay Training Professionals Breakfast TBA Location: Torrance (Toyota Auto Museum!) Time: 7:30 – 9:00 AM SPECIAL DIVISIONS Conejo Valley “How to Rouse Their Brains to Storm” with Ed Rockey Location: Agoura Hills Time: 7:30 – 9:00 AM

14 Fri SPECIAL DIVISIONS Westside Breakfast “Why think outside, when everything you need is INSIDE THE BOX™” with Maxine Shapiro Location: Westside Time: 7:30 – 9:00 AM

14 Fri SPECIAL DIVISIONS External Trainers/Consultants TBA Location: Torrance **NEW Location** Time: 2:00 – 4:00 PM

19 Wed SPECIAL DIVISIONS eLearning TBA Location: Online Time: 10:00 –11:00 AM SPECIAL DIVISIONS Virtually Learning with Debbie Newman Location: The virtual world known as Second Life® Time: 7:30 – 9:00 PM Please RSVP

20 Thurs SPECIAL DIVISIONS CHAPTER MEETING “GRAPHIC FACILITATION: A Creative Blending of Art and Science” Presented by Jim Oswald Location: Olympic Collection, West LA Time: 5:45 – 9:00 PM

21 Fri SPECIAL DIVISIONS WORKSHOP “Advanced Adobe Captivate” facilitated by Mark Itskowitch Location: Antioch University, Culver City Time: 9:00 AM – 4:30 PM

27 Thu WEBINAR “The Secrets to Making Business Change and Transitions Easy” facilitated by Maureen Gevertz Location: Your fastest Internet Connection Time: 12:00 – 1:00 PM

27 Thu SPECIAL DIVISIONS Organizational Development “Leadership Development for 21st Century Challenges” with Mary Campbell, PhD Location: Alhambra Time: 6:30 – 9:00 PM

28 Fri SPECIAL DIVISIONS Santa Clarita TBA Location: Santa Clarita Time: 7:30 – 9:00 AM

29 Sat FREE COMMUNITY EVENT Rhythm Makes the World Go Round ~ Remo Drum Circle Location: North Hollywood Time: 2:00 – 4:00 PM

5 Sat LEADERSHIP DAY Location: TBD Time: 9:00 AM – 1:00 PM

1 Thursday HOLIDAY PARTY Location: Olympic Collection, West LA Time: 5:45 – 9:00 PM

Welcome to our new members! Thank you for joining ASTD-LA. Larry Colker Senior Learning Consultant, Kaiser Permanente Burbank, CA 91504 Katy Fujitani Los Angeles CA 90033 Sigrid Giacomoni Palos Verdes Peninsula, CA 90274 Tritia Humphrey Mesa Management, Inc.

Darlene Murchison

Aftan Palmer Pharmacy Trainer, Kaiser Permanente Downey, CA 90242 Jewel Powell LMS & Compliance Training Coordinator, UCLA Los Angeles, CA 90024 Erin Prewitt Interface Children & Family Services

Christina Robinson Kara Salido Kaiser Permanente Tina Sanchez

Kirsti Smith Interface Children & Family Services Alexis Wesley Manatt, Phelps & Phillips, LLP Tara Westman 310 Altadena, CA 91001

WE SUGGEST YOU CONFIRM ALL EVENTS AND DETAILS AT WWW.ASTDLA.ORG FOR ANY LAST-MINUTE CHANGES.

August’s New Members

CALENDAR October 2011

Coming in: November

December

Grow with ASTD-LA! Ever thought of advertising with us? Your ad could be here.

Contact Angela Schill at 310-441-5639 for details and pricing.