The Belgard Group and Lightspeed Learning offer world class team training.  Much of it is based on the standard classroom model of trained trainers and individual materials.  My assignment, however, was to recast that traditional training to take advantage of multimedia and interactive technology.  The result, Team Tools Interactive, allows individuals to work at their own pace whenever they have time.  It can be used over a network, and includes team assessments and later group sessions to reinforce the new interpersonal skills.  By  emphasizing individual learning, this model helps teams reach a higher level of effectiveness as efficiently as possible. 

Each module introduces a set of concepts and skills.  Interactive exercises allow individuals to experiment with skills that formerly required precious team time.  Interactive quizzes automatically highlight problems and set up structured reviews.

Developing the training was also a team exercise.  I worked directly with content experts and a multimedia production team.  I used multiple narrators to make the longer modules easier to experience and their own interaction as part of the lesson.  On some modules I also scripted live action video and directed the actors.  To really sample the modules however, you need to contact Lightspeed Learning.

  Segment 4

4 Principles vs. Policies
INT. SPLASH SCREEN IMAGE WOULD CONTRAST CROWN AND DECLARATION OF INDEPENDENCE ICONS. USE WORKPLACE STILLS OR LINE ART TO BREAK UP TEXT. FONT UNDERLINED. Image of products	NARRATOR1 Successful businesses aren't born with a bureaucracy in place or equipped with books full of rules and regulations.   NARRATOR2 They usually begin with a strong customer focus and a driving desire to succeed. People recognize an opportunity and start creating products or services that customers need.
Image of two or three happy workers.	NARRATOR1 Successful startups tend to be small and very adaptable to change. Business information is freely shared and the goal of the business is well understood.   NARRATOR2 This is sometimes called a "commitment paradigm." Employees are committed to the success of the business and use common sense to match their actions to the needs of the business. The founders are too busy meeting customer demands to worry about status and protocol.
Workplace with boss/worker flavor.	NARRATOR1 Unfortunately, as businesses grow, the flow of information tends to break down. It seems easier to write policies than to integrate new employees into the business.   NARRATOR2 People begin protecting themselves by following rules instead of making decisions. As the number of employees increases more rigid policies and procedures are adopted. Layers of management are required to interpret the rules. The final decision makers are insolated from the real work.
Image of worker on phone.     Sign appears: "Thou Shalt Not Use the Company Phone Ever, Ever Again. (then in smaller print) Except See Page 211, Paragraph 11 and Page 993, Paragraph 4 For Exceptions."	NARRATOR1 When isolated problems arise, such as the misuse of privileges by an individual, it's easier for an organization to add even more restrictive rules than to deal directly with the abuse.   NARRATOR2 By punishing everyone these policies further cut productivity and make improvements more difficult. They breed initiative and creativity right out of the workforce.
Image: the half-buried policy manual with the royal crown embossed. Font underlined. Signs appear: "Do what I say." "Don't do what I don't say." "Do what I do say until I stop saying to and then don't unless I do want you to continue."	NARRATOR1: Traditional management depends on policies and procedures to keep decisions consistent and predictable—often at the cost of productivity. This is part of the "Control Paradigm."   NARRATOR2: Unfortunately Managing by Policies doesn't even do that well. By trying to guarantee consistency through the use of policies you actually create more inconsistencies.

New SCREEN: "THE PERILS OF MANAGING BY POLICY" flash bullet list: Underlined narration

UPB_4049 NARRATOR2 Lets try to avoid trouble on YOUR loading dock by contrasting the perils of managing strictly by policy with the advantages of management by principle   NARRATOR1: One, There are always exceptions.   NARRATOR2 No binder is thick enough to take every possibility into account. When the written policies are exhausted, people can't make decisions for themselves that would allow work to be completed.   NARRATOR1: Two, policy manuals remove the responsibility and motivation for making good decisions.   NARRATOR2 Most policy manuals are designed to be read and exactly followed. Workers have fewer opportunities to test their own abilities. They are conditioned not to make decisions.   NARRATOR1: Three, policies often contradict the espoused values of the organization.   NARRATOR2 Even though they're designed to deal with exceptions, most rules effectively punish everyone, especially those who do things right. They essentially say "we don't trust you." They discourage initiative and creativity.