Discover the power of a human-centred approach with our PCC

HOW OUR EMOTIONS AFFECT OUR INTERACTIONS Next in Core Competency 2 of our new Professional Competency Checklist (PCC) is emotion - how people feel when interacting with systems. Emotions influence attention, decision-making, confidence and performance. The PCC helps you reflect on this area by prompting questions like: - Do I consider how stress, pressure or uncertainty affect people’s interactions with systems? - Am I aware of how motivation, confidence or past experiences shape user behaviour? - How well do I design for positive experiences rather than just functional outcomes? - Do I consider the emotional impact of organisational culture or team dynamics on performance? - How do I support people to feel safe, confident and engaged while using a system? Reflecting on emotion transforms intuition into insight. You can see where your designs already support users emotionally, and where there’s potential to enhance engagement, satisfaction and wellbeing. That’s the beauty of the PCC: it turns abstract ideas like 'emotion' into a concrete tool for understanding your own expertise and planning growth. See the PCC now: https://lnkd.in/enZrWbZg 👉 How could considering emotion more deliberately change the systems, processes or environments you design? Coming next...Core Competency 3, starting with activities and tasks! #ergonomics #humanfactors #ciehf #ProfessionalCompetencyChecklist #PCC

This competency checklist can be used as a helpful memoir by anyone working with system interactions and improvements - not just professional ergonomics. I like the thought of reflecting on emotions to transform intuition into insight. I can think of how exploring feelings associated to using a tool or IT solution can help tackle some complexities to generate more positive experiences and engagement to use the tool or IT.

"Emotions influence attention, decision-making, confidence and performance." Fact. Yet, in healthcare we have often been assumed to be able to put emotions to one side. Especially when senior or experienced. If emotions remain unacknowledged we are allowing significant risk to lurk within our healthcare systems, potentially impacting our decision-making and performance. Great article and very useful series from CIEHF!

💡 Deliberate Reflective Benchmarking Practice (DRBP) — My Daily Growth Routine Every day, I dedicate one focused hour to analyze my work comparing my performance with my seniors, and evaluating results across both active and inactive clients. This habit helps me uncover loopholes, identify strengths, and ensure that no mistake is repeated twice. It’s not just analysis it’s a discipline that keeps my learning alive. Over time, I realized that this approach isn’t random. It aligns with several established theories of growth and professional learning: 📘 1. Deliberate Practice — K. Anders Ericsson (1993) Ericsson’s research on expertise highlights that mastery comes from structured, purposeful practice focused on improvement, not repetition. Each day, I practice deliberately — assessing outcomes and refining skills. 📙 2. Reflective Practitioner — Donald A. Schön (1983) Schön emphasized the importance of reflection in action. By analyzing my performance daily, I transform experience into knowledge — understanding why something worked or didn’t. 📗 3. PDCA Continuous Improvement Cycle — W. Edwards Deming (1986) Deming’s “Plan–Do–Check–Act” model inspired me to view every day as a micro-cycle of improvement — plan what to do better, act on it, evaluate, and adjust. 📕 4. Self-Regulated Learning — Barry Zimmerman (2002) Zimmerman defined self-regulation as monitoring and controlling one’s own learning. This daily evaluation is my way of self-regulating progress — setting standards, measuring them, and learning forward. 📔 5. Personal Benchmarking — Robert Camp (1989) Camp’s benchmarking principles taught organizations to learn from the best performers. I apply that personally by comparing my work with top performers — not to compete, but to learn upward. Through this mix of theory and practice, I’ve named my approach: Deliberate Reflective Benchmarking Practice (DRBP) It’s my way to stay a lifelong learner never stagnant, never satisfied, and always evolving. Because real growth begins the day you start measuring your own learning. #ContinuousImprovement #ReflectivePractice #MedicalBilling #CPC #RCM #ProfessionalDevelopment #LearningMindset #Kaizen #PersonalGrowth

🧠 𝗕𝗿𝗶𝗱𝗴𝗶𝗻𝗴 𝘁𝗵𝗲 𝗚𝗮𝗽: 𝗔 𝗖𝘂𝗿𝗿𝗶𝗰𝘂𝗹𝘂𝗺 𝗳𝗼𝗿 𝗖𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗧𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗶𝗻 𝘁𝗵𝗲 𝗪𝗼𝗿𝗸𝗽𝗹𝗮𝗰𝗲 🧠 Critical thinking isn’t just a “nice-to-have” skill—it’s essential for solving complex problems, gathering evidence, and making sound decisions. Yet, many employers report that new hires still struggle to apply these skills effectively in real-world settings. A recent study examined how to bridge the gap between academia and the workplace. The research proposed an integrated approach that combines 𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴 and 𝗮𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁 to help employees develop and demonstrate their critical thinking abilities—paving the way for more confident and capable professionals. Developing 𝘁𝗿𝗮𝗶𝗻𝗶𝗻𝗴 𝗰𝘂𝗿𝗿𝗶𝗰𝘂𝗹𝗮 that strengthen workplace-ready critical thinking skills can be achieved through: 📚 𝗦𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲𝗱 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗠𝗼𝗱𝘂𝗹𝗲𝘀 — grounded in evidence-based frameworks and real industry insights. 🔍 𝗔𝗽𝗽𝗹𝗶𝗲𝗱 𝗔𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁𝘀 — measuring critical thinking skills in problem-solving and decision-making scenarios. 💬 𝗥𝗲𝗳𝗹𝗲𝗰𝘁𝗶𝘃𝗲 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗲 — encouraging learners to evaluate their reasoning and judgment. 🤝 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 & 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 — helping participants learn from peers and mentors across disciplines. By designing a training curriculum tailored to specific workplace needs and collaborating with experts in workforce development, and other relevant parties, a comprehensive and engaging program can be developed to strengthen employees’ critical thinking skills. Such a program helps participants analyze problems more effectively, make evidence-based decisions, and adapt to complex work environments—ultimately bridging the gap between academic preparation and workplace performance. _______________ "𝙏𝙝𝙚 𝙘𝙪𝙧𝙧𝙞𝙘𝙪𝙡𝙪𝙢 𝙞𝙨 𝙩𝙝𝙚 𝙖𝙧𝙘𝙝𝙞𝙩𝙚𝙘𝙩 𝙤𝙛 𝙮𝙤𝙪𝙧 𝙘𝙤𝙢𝙥𝙖𝙣𝙮'𝙨 𝙃𝙪𝙢𝙖𝙣 𝙍𝙚𝙨𝙤𝙪𝙧𝙘𝙚𝙨 (𝙃𝙍)"  -𝙏𝘾𝘿- #CurriculumDeveloper #TCD #TaniaCurriculumDeveloper #TrainingCurriculum #EducationCurriculum #JourneyTCD #CurriculumDevelopment  #WorkplaceLearning  #CriticalThinking  #TrainingProgram  #SkillDevelopment  #FutureOfWork

What if we stopped thinking of engagement as “programs” and started thinking of it as culture design? To me, one practice that truly brings Mastery, Autonomy, and Purpose to life is “Growth Cafés”: Regular drop-in sessions where individuals bring a current challenge or learning goal, peer coaches rotate between small groups, and the group helps unblock, brainstorm, or commit to a micro-experiment. Why this resonates: • Mastery: people get fresh perspectives and micro-feedback to stretch their skills • Autonomy: they choose which challenge to bring, how they want help • Purpose: by helping each other, you build shared meaning and collective capability In a strategic HR design, this isn’t a “nice add on” — it becomes part of how work gets done, how talent develops, and how your structure reinforces learning. It breaks siloes, flattens hierarchy around ideas, and signals that growth is core to your organizational design. I’d love to hear from Sunny L., CTP. CCMP. CPME., Jin Ayu Mawar and Jeneth Angela Apuya RPm — What’s one practice you’ve used that embodies MAP (Mastery, Autonomy, Purpose)? #STEPDEX #MAP #EmployeeEngagement #EmpowerGrowth #HRStrategy #HumanResources #BusinessGoals #BCP #2B #BSBAHRM4101 #BestlinkCollegeOfThePhilippines

🌍 Quality Systems & Life Systems: Responsibility is a C-Level Task One of the things I value about ASQMS is that it shifts the focus from individual projects to the organization as a whole. While standards like ASPICE examine what happens within a project, ASQMS goes a step further: it looks at whether the company’s management system ensures that quality is consistently lived across all software development activities. Because let’s be honest: many processes exist beautifully on paper but fail in practice. Why? Because they lack one critical ingredient — management commitment. If quality, safety, or compliance are not visibly led and owned from the top, they risk not taking root. And that’s not just true for organizations. It’s equally true for our personal lives. We are, in a way, the management system of our own lives. Yet we often treat different areas as disconnected projects — health, work, relationships, finances. And too often, we outsource the responsibility. 👉 “My doctor is responsible for my health.” 👉 “My employer should ensure work–life balance.” But in truth, we are the executive management of our own system. Just like ASQMS calls leadership to own software quality at the organizational level, personal growth requires us to take holistic responsibility for our own “life system.” Everything is connected — as we’ve discussed with traceability — and ignoring one subsystem eventually impacts the others. 💡 True maturity, whether in a company or in a person, starts when responsibility is no longer delegated but integrated. 💬 I’m curious: Where do you see the biggest “compliance gap” — between what’s defined and what’s actually lived — in your organization or in your personal life? #ASQMS #Leadership #SystemsThinking #QualityManagement #PersonalDevelopment #Accountability #SelfLeadership

Why is it important to make space for unexpected outcomes? In this feature from The Space, three experts share their tips for expansive approaches to evaluation, avoiding a restrictive “success or failure” mindset, and learning how to benefit from your work’s unforeseen twists and turns. In the piece, Centre associate Emma McDowell shares three simple and practical tips to help you get the most out of your evaluation, as well as signposting a selection of useful evaluation resources available for free on the Centre’s resources platform. Read the full article >>> https://lnkd.in/e86v9MjA

Organizations are now increasingly recognizing the importance of cultivating a workforce equipped not only with technical expertise but also with essential interpersonal competencies. Central to this realization are the constructs of soft skills,...

Belbin FAQs. Here are the most common questions I meet in my work with leaders and teams. ❓ Isn’t Belbin just another personality test? No. Personality tools tell us who you are. Belbin shows how you behave in a team. It’s about contribution, strengths, and allowable weaknesses – the things people around you see and experience. It’s practical, observable, and changes with context. ❓ Does your Belbin profile change over time? Yes – and that’s the point. Think of it as a “snapshot” of your behaviour. It adapts when your role, team, or environment changes. But your core role preferences – your natural ways of contributing – tend to stay more stable. ❓ Doesn’t Belbin label people too much? Actually, it does the opposite. Nobody is “just a Shaper” or “just a Teamworker.” We all have a mix – usually 3–4 roles that come forward depending on the situation. That’s what makes teams dynamic. ❓ Is Belbin really scientific? Yes. Belbin Team Roles are based on decades of research by Dr. Meredith Belbin and refined through thousands of teams worldwide. But more importantly – it’s science that works in practice. Teams don’t just get a theory – they get a tool they can use tomorrow. ❓ Can’t we just read the Belbin book instead of doing training? You could – but understanding is different from application. The real shift happens when a team sees its own data, discusses it openly, and connects it to real work. That’s where insights turn into action. ❓ Is one workshop enough? Sometimes yes – one session can open eyes and shift dynamics. But deeper change comes when training is combined with team coaching, leadership involvement, and applying Belbin in real challenges. ❓ Is discomfort a bad sign in training? Not at all. Discomfort is often the start of growth. When teams talk about hidden dynamics, it can feel uneasy – but in a safe space with trust and support, that discomfort becomes the spark for learning. ❓ What makes Belbin different from other tools? Belbin looks at behavior in teams, not fixed personality. It maps 9 distinctive Team Roles that describe what you reliably do at work - the strengths you bring and the allowable weaknesses that travel with them. Crucially, it combines your Self-Perception with Observer feedback, so you see how colleagues actually experience you - often the most eye-opening part. It is science-based and practical, giving leaders a shared language to pair complements, reduce friction, and put the right strengths in the right place at the right time. ❓ Why this matters Teams don’t succeed by everyone being strong in the same way. They succeed when different strengths combine – and when weaknesses are managed openly, not hidden. If you’re serious about teamwork, Belbin is one of the most practical tools you can use – and combined with coaching, it can take your team from description to transformation. ✅ Which of these questions resonated with you most? #ThinkTeamsUseBelbin #TeamCoachingMomentsBySoomre #BelbinTeamRoles