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Solving problems through visual thinking

Lootok employees had the pleasure of spending two days in a private training session with Dan Roam, author of the groundbreaking book, “Back of the Napkin.” Particularly for those of us consultant types who find nothing more exhilarating than expounding on their findings in a 30 page report, Dan’s methods help subject matter experts relieve themselves of the “curse of knowledge” and communicate in ways that are easy for everyone to understand. As consultants, our job is to solve problems. Dan’s strategies are a must for any consultant. By going back to the basics of “who, what, when, where, how, and why”, we found ourselves explaining problems in new ways that brought new life to old topics.

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“Back of the Napkin” by Dan Roam

 

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Why spend time on business continuity? What you get out of planning for failure

In today’s business world, we are all faced with multiple responsibilities. It is easy to let things like business continuity, disaster planning, and crisis management fall to the bottom of the list, especially when there have been no recent crises to remind us of their importance. But planning for failure can contribute to your company’s success. Both in the event of an incident and in improving your current workflow, obstacles to continuity often turn out to be obstacles to success.

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How to create behavioral change for your business continuity program

Major change initiatives like business continuity take time, but many programs are often declared failures and abandoned before they are given a chance to succeed. For this reason, it’s crucial to show immediate signs of success, particularly for programs that are newly initiated or being re-launched. New behaviors also take time to become habitual, so in order for a business continuity management program to be self-sustaining, it must be gradually built and adopted as part of the company culture.

In order to accomplish this, people also need what Fogg calls “triggers.” Triggers can be thought of as a cue, prompt, call to action, or request that leads to a chain of desired behaviors. In other words, as Fogg states, “Triggers tell people to ‘do it now!’”

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A funny take on risk perception

When it comes to risk perception, we are notoriously prone to misconceptions. Whether fearing planes over bikes or elevators over stairs, we have a tendency to misjudge just how dangerous certain situations are.

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Investing in business continuity

TBB’s Nigel Fraiser asks CEO Sean Murphy how he convinced businesses of the importance of investing in business continuity on SkyTV in Optus Business Episode 33 – “Investing in Business Continuity”.

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Going “beyond bullet points” to tell stories

You might say the business world has lost the art of story-telling. We communicate in many ways – presentations, negotiations, discussions, reports – but stories, the foundation for human communication, are seldom used, reserved for off-hours entertainment in the form of movies, books and dialogue with friends and family. Author and speaker Cliff Atkinson has brought a revelation to the business world with his best selling book and methodology, Beyond Bullet Points, which urges us to bring the art of storytelling back into that driest of communication forms, the PowerPoint presentation.

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Beyond bullet point by Cliff Atkinson

 

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Tepco’s situation shows need for public involvement in business continuity

The fact that Tokyo found the nuclear reactors in a worse state than previously announced underscores the need for honest, factual information for public consumption, and the importance of media in delivering this communication. The age where authorities view the public as a panicky wildcard that needs to be soothed, rather than as an equal partner in mitigating and recovering from a disaster, must come to an end – especially in a world where, thanks to the internet and information networks, information is disseminated to a wider audience at a faster rate than history has ever experienced before.

Was the community immediately surrounding Tepco’s reactor integrated in mitigation efforts prior to the incident? Subsequent actions and the announcement of possibly 30 billion dollars in claims indicate the opposite.

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