Site navigation

CHANGE TOOLS SITE

Home

• Home page
• About us
• About Old Way/New Way^®
• FAQ
• Contact
• Legals
• Links
• Ordering

Sports coaching

• Coaching science award
• Coaching case studies
• Annotated bibliography
• Habit pattern errors
• Habit pattern demo
• Reviews
• Who's using it?
• Technique correction modules
• Technique workshop

Technique correction protocols

• Generic all sports
• Golf
• Football
• Cricket
• Running
• Olympic sprinting
• Olympic javelin
• Olympic hammer
• Soccer
• Swimming
• Lawn bowls
• Physiotherapy

Tools for coaches

• Correction protocols
• Correction workshop

Tools for athletes

• Correction protocols
• Correction workshop

Workplace training

• Safety training program
• Improving compliance
• Changing work habits
• Manual handling program
• Program users

Driving

• Driver training program

Aviation

• Flight instruction
• Conversion training
• Type conversion
• Glass cockpit conversion

Education

• Spelling
• Handwriting
• Early reading program
• Early reading pedagogy
• Correcting misconceptions

Music performance

• Performance anxiety
• Technique correction

Transfer of learning

• Knowledge transfer
• Skills transfer

Habit patterns

• Chains of habit
• Habit pattern interference
• Nailbiting
• Hand washing
• Case studies
• Published research

Old Way/New Way^® Learning

• Applications
• Published research
• Workplace trials

Purchasing a protocol

• Technique correction
• Workplace safety training
• Manual handling
• Music performance
• Driver training
• Nail biting
• Handwashing

Safety training

This workplace training program:

• can improve compliance
• can quickly correct bad or dangerous work habits
• can speed up transition and conversion training
• can improve transfer of learning and eliminate negative transfer
• can increase employee flexibility and adaptability to change
• is being used by both large and small corporations, government departments and small businesses
• uses a learning method proven in workplace trials at ALCOA and other workplaces
• is backed by published research, case studies and workplace trials
• is readily adopted by trainers, instructors and coaches as part of their professional toolkit
• is available on CD (Windows computers) or a Flash-based online course (Windows & Mac)
• contains a video demonstration showing how the method was used to correct a common workplace safety training problem (see a preview below).

Improving compliance | non-compliance | people just keep falling back to old ways

One of the most time consuming and costly aspects of workplace learning is that, despite quality training, employees keep falling back to old ways.

To fully understand and appreciate how old knowledge and skills can interfere with and slow down the learning of new knowledge and skills, you should now do the colour chart activity on the next tab which demonstrates this powerful, universal and involuntary obstacle to learning. When you have completed the demonstration proceed to the explanation of your scores and then return to this tab.

You have now experienced proactive habit interference, also known as the proactive inhibition (PI) effect, through the colour chart activity and therefore better understand the powerful effects of prior learning on new learning.

From the point of view of the operator or manager who is trying to change his or her established way of working, the explanation of how proactive habit interference blocks or slows down learning and change is like this:

• Employees are not a blank slate; not even beginners. Self-teaching attempts and observation of others have taught them at least some ideas, some basic skills. Unfortunately, concepts and skills may be incorrect or incomplete. New employees sometimes "get it wrong".
• Experienced employees' knowledge and skills can also become incorrect, incomplete or outdated over time, making them less effective performers. They then face having to change.
• If not corrected early, their outdated or faulty knowledge and skills soon develop into learned errors, misconceptions and ingrained bad habits, e.g., unsafe or inefficient working practices.
• Habits are automatic, reflex-like acts and behaviours that are not under conscious control - by the time you realise what you've done wrong, its too late to stop.
• In training sessions the trainer points out errors, shows employees a better way and then they copy and practice it.
• During training they appear to catch on and can actually do the right thing, at least while the trainer is nearby and therefore serving as a cue for the correct performance.
• They may do the right thing afterwards, too, at least for a while, but they have to concentrate hard each time on exactly what to do.
• The new idea or procedure feels strange having done it the other way for so long
• Because the new idea or procedure differs from the old idea or procedure there is a conflict or tension between them
• Your brain detects this conflict and instantly activates proactive inhibition (PI for short) or proactive habit interference, a well researched knowledge protection mechanism
• PI protects and preserves all your learned knowledge and skills, right and wrong, and strongly resists and slows down any attempt to change your prior knowledge and skills
• We all have this knowledge protection mechanism but it is stronger in some people. It is an unconscious mechanism and we have little or no control over it
• The level of PI a person has is not associated with their intellectual ability or "IQ"
• PI is why old ideas, attitudes, beliefs, skills, habits and techniques die hard and why self-improvement is so difficult, slow and frustrating under conventional training methods
• PI causes accelerated forgetting (within minutes or hours) of the new way and this is why you revert to your old incorrect understanding or way of working when you return to the workplace
• You know what you're doing wrong and what you should do and you're highly motivated to improve but your brain (force of habit, i.e., PI) won't let you change
• Problems in adapting to change, then, are caused by what you already know, not by what you don't know
• It is a sobering fact that with conventional methods it can take you up to 2,000 repetitions of the new way before you are comfortable and competent with the new approach and it replaces your "old" way.

Proactive habit interference is a major cause of a wide range of workplace change management problems including:

• non-compliance with SOP's
• poor or unsafe work habits
• problems of skill development
• poor transfer of learning from workplace training and coaching to work on-the-job performance
• transitioning problems
• slow and low uptake of new technology by management and others
• problems with goal setting, focusing and coping with distractions
• many team problems.

PI is the real reason why a lot of training programs fail, i.e., why employees go back to their "old" ways or it takes a long time to have a lasting effect on employee work habits, procedures, methods and techniques.

Now you know what the problem is and what it feels like, you are ready for the solution. Being aware of PI and it's effects, however, is not enough to overcome it. Simply re-teaching a skill or procedure to fix non-compliance, even when supported by specific videotaped feedback to improve awareness, is unlikely to work quickly if at all. You need an alternative workplace coaching method that bypasses habit interference altogether in order to accelerate learning and skill development. This coaching method is called Old Way/New Way^®.

Old Way/New Way^® can overcome workplace performance difficulties permanently and more quickly than conventional, i.e., currently available, workplace coaching methods.

The brain mechanism that makes old habits die hard

The powerful influence of habit forces in every aspect of our daily lives is well known, as these familiar quotations attest.

“The chains of habit are too weak to be felt until they are too strong to be broken.” Samuel Johnson.

“Ninety-nine hundredths or, possibly, nine hundred and ninety-nine thousandths of our activity is purely automatic and habitual, from our rising in the morning to our lying down each night.” William James.

“Old habits die hard.” Proverb.

As an old golf pro once said, “The problem is not learning the new; it’s forgetting (unlearning) the old!”

Taking golf as an example, if you have ever tried to fix a persistent problem with your swing you will know how true that is.

You have to concentrate hard on every step. The new way feels strange, having done it the other way for so long. You get confused, performance slows dramatically, and you make more errors.

Thankfully, all those skills coaching sessions appear to be paying off. You practice and practice and your technique on the range shows obvious improvement. However, as soon as you are out on the golf course and under the stress of competition, your game falls apart and you revert to those old, wrong, ways.

Professional golfers are not immune either. In what is known as the dreaded “performance slump”, excellent technique carefully refined through years of hard work is suddenly and inexplicably lost.

The simple but intriguing demonstration that follows is based on the Stroop Word Colour Charts (Stroop 1935). It will enable you to you experience firsthand the powerful mental interference effect caused by established skills. Please proceed to the activity.

Interpretation of your scores

You have just experienced the mental mechanism called habit pattern interference; the main reason why work habits and all other kinds of habits die hard.

When naming the colours, you may have found you had to consciously suppress the tendency to want to read the word, to revert back to your old habit (as in step 1). The old way ("green") kept interfering with the new way ("pink").

The old habit, reading the words, is now a habit pattern error, also known as a learned error or expert error. Habit pattern errors interfere with the learning of the new way.

Like when you last tried to change your grip, correct your putting action or make a swing change, you had to concentrate hard; you made more errors; it took so much time due to mental confusion; and the experience was frustrating and unpleasant.

You wanted to change but your brain would not let you change; it preserved the old swing. In the case of your ingrained golf technique problem, you were the prisoner of habit. By a process of psychological interference, your old learning (the old grip) disabled your new learning (the new grip).

All this happens unconsciously, behind the scenes, inside your head and unintentionally. You have no control over it.

The knowledge preservation mechanism is activated automatically, instantly and fully, whenever what you are trying to learn differs from and conflicts with what you already know.

You want to change but your brain won't let you change. The conflict between the new knowledge and your old knowledge generates massive interference with learning. This is known in the psychological literature as proactive habit interference or proactive inhibition.

This interference affects your ability to recall the new knowledge or skill you just tried to learn. Very quickly, within minutes or hours, you forget what you have just learned and fall back to your old way. This is called accelerated forgetting.

Together, proactive inhibition and accelerated forgetting explain why old habits die hard and why change is so slow, frustrating and expensive. Consider the golf swing.

This protective mental mechanism is useful and necessary because it saves you having to re-learn your golf swing every time you play. However, it is a two-edged sword because it cannot distinguish between what is “right” technique and what is “wrong”. It simply protects and preserves everything you currently know.

Eventually, you will succeed and make the change over to the new swing but biomechanical experts say that it can take up to 2,000 practices before the new swing consistently replaces the old one. This is called the “adaptation period” and we have all gone through this misery.

Because everyone has gone through it, we have been led to believe that the adaptation period is normal. After all, we all have to do "the hard yard" and improvement is all about practice, practice, practice.

However, in our new theory of human learning the adaptation period is an indicator of a brain in trouble. The person is no longer learning efficiently and effectively but is struggling to cope with change. This is bad news for golfers trying to fix their swing and improve their game; and for operators trying to change old work routines, old procedures and entrenched work habits.

It gets worse. Currently available workplace training methods do not adequately address the issue of habit pattern errors very well. This is because conventional training programs tend to emphasise exclusive practice of the correct knowledge and skill, i.e., via hours of repetition or drills.

Admittedly, practice and drills are an essential element when learning new skills, i.e., when there is no old incorrect way that might interfere with learning. However, practice is much less effective when trying to change an established technique fault because habit pattern interference gets in the way of improvement.

Clearly, we need a better way.

Habit development and learning

Learning is a more or less permanent and observable change in behaviour, knowledge, skills and so on. Learning is about making things automatic, instinctive and efficient. Learning is the formation of habit patterns.

But why does the brain develop habit patterns in the first place? And why do habits play such an important role in our lives?

We develop habit patterns because this is an efficient way for the brain to operate. In fact, it requires one-third less mental energy to operate under automatic control, i.e., force of habit, than under conscious awareness. This energy saving is necessary because our brain's mental load capacity is limited. Bargh & Chartrand (1999) make the point clearly.

"To consciously and wilfully regulate one's own behavior, evaluations, decisions, and emotional states requires considerable effort and is relatively slow. Moreover, it appears to require a limited resource that is quickly used up, so conscious self-regulatory acts can only occur sparingly and for a short time. On the other hand, the nonconscious or automatic processes we've described here are unintended, effortless, very fast, and many of them can operate at any given time. Most important, they are effortless, continually in gear guiding the individual safely through the day. Automatic self-regulation is, if you will, thought lite—one third less effort than regular thinking." (Gilbert, 1989 , p. 193).

Not only do we develop habit patterns during the learning process; these habit patterns actually form automatically. The very process by which we form automatic routines is, in itself, pre-programmed and automatic. In other words, whatever we repeat, i.e., practice, is soon stored (registered and hard-wired) somewhere in the brain, simply because we have repeated it over and over. In other words, whatever we repeat, we will learn.

Once it is learned and stored in the brain as a habit pattern, the particular thing, e.g., action pattern, thought pattern, mood pattern, belief or whatever else we have learned, is available whenever we need it again. It is then activated automatically by specific things or events in our environment. This applies to simple as well as complex behaviours.

All this is to our benefit, as Bargh & Chartrand (1999) observe,

"... these processes are in our service and best interests—and in an intimate, knowing way at that. They are, if anything, 'mental butlers' who know our tendencies and preferences so well that they anticipate and take care of them for us, without having to be asked."

Force of habit as a controlling influence in human performance is too often underestimated. Recent research suggests that as much as 95% of our daily life is managed by habitual routines that are triggered by events in our environment (Bargh & Chartrand, 1999).

As the philosopher A.N. Whitehead so eloquently pointed out, many years ago,

"It is a profoundly erroneous truism, repeated by all copy-books and by eminent people making speeches, that we should cultivate the habit of thinking of what we are doing. The precise opposite is the case. Civilization advances by extending the number of operations which we can perform without thinking about them. Operations of thought are like cavalry charges in a battle—they are strictly limited in number, they require fresh horses, and must only be made at decisive moments." (Whitehead, 1911).

-up

Old habits die hard

We know from brain research that habit patterns are formed in the basal ganglia, a brain region critical for procedural learning.

Even when habits are no longer needed or used, they still persist in the brain and can be re-activated by a thing or event in our environment.

“We knew that neurons can change their firing patterns when habits [automated skill routines] are learned, but it is startling to find that these patterns reverse when the habit is lost, only to recur again as soon as something kicks off the habit again.” (Barnes et al. 2005).

"It is as though somehow, the brain retains a memory of the habit context, and this pattern can be triggered if the right habit cues come back .... This situation is familiar to anyone who is trying to lose weight or to control a well-engrained habit. Just the sight of a piece of chocolate cake can reset all those good intentions." (Barnes, et al. 2005).

Bad habits—so hard to break—so easy to resume.

How we learn, change and improve

Basically, we have two kinds of learning, namely:

• learning something new, and
• changing something old, sometimes called "unlearning".

The first situation involves the development of a new habit pattern; the second involves changing an existing habit pattern. Each situation requires a different learning approach.

We develop new habits through conscious and deliberate repetition. During practice sessions the process of habit development occurs progressively in four conscious and deliberate stages, namely:

1. Unconscious incompetence

You cannot do it and you do not even know what you need to know.

2. Conscious incompetence

You cannot do it but now you know what you have to do.

3. Conscious competence

You can do it but you still have to concentrate. The knowledge or skill is not yet 'second nature' or 'automatic'. Practice is the most effective way to move to the next stage.

4. Unconscious competence

You can do it without having to think too much about it. At this stage you have an automated skill, knowledge or behaviour routine which is an effortless and efficient use of mental energy resources.

Whatever you practice or repeat is what you will learn, i.e., make into a habit pattern. It follows that it is just as easy to learn the wrong thing as it is to learn the right thing. In other words, when we are starting to learn something new, we should try to get it right the first time because if we spend our time and effort practicing the "wrong" thing, then that is what we will end up knowing and doing.

Unfortunately, this is what often happens. Even if we start off doing it right, things can easily go off in other directions. Despite our best efforts and those of our teachers, coaches, instructors and others, errors inadvertently creep in. If these errors are not detected early and corrected, those faults soon become bad habits and are then much harder to change.

It is not just persistent errors, i.e., habit pattern errors, that cause change problems for us. Problems can also arise whenever we try to change something that we have previously learned so well that it has become automatic or instinctive, e.g., our golf swing.

Our swing is working well for us and then one day someone gives us a new set of golf clubs. Suddenly, to our dismay, the swing that served us so well before does not work anymore and the ball goes all over the place. Old habits die hard.

The thread that runs through the discussion so far is that, not only do we have two kinds of learning— learning the new and changing the old—we also have two kinds of change situation, namely:

• we have to change because our knowledge or performance is faulty (error correction), or
• we are not doing anything wrong but we now have to perform differently because of a change in equipment or rules, and so on (transition or conversion training, platform migration).

In each of these change situations, habit pattern interference will greatly slow down change and improvement because it adversely affects transfer of learning. All this has important implications for workplace training.

Safety training program

Old Way/New Way^® Learning is an innovative metacognitive learning strategy that has been used successfully at ALCOA in workplace trials with safety training and work habit change. It enables an employee to mediate change, i.e., to stand between the old and the new and sort out their differences so that learning is greatly accelerated and employees become more flexible and adaptable and empowered to take personal control of the change process. Old Way/New Way^® is a unique synthesis of past and emerging psychological research into learning, sport psychology, coaching science and training science.

Personal Best Academy uses and teaches Old Way/New Way^® to workplace educators, trainers and coaches, occupational medicine practitioners, physiotherapists, Alexander Technique practitioners and other individuals seeking to improve safety and performance at work.

Old Way/New Way^® has been taught to workplace trainers and coaches at KAAL Pty., Ltd, a joint venture of Kobe Steel and the Aluminum Company of America, in Geelong, Victoria.

Old Way/New Way^® is not like behaviour modification, brainwashing, NLP or hypnosis, nor is it psychological conditioning

It is readily incorporated into what workplace coaches and trainers normally do and is well-accepted by employees and management - it is very user-friendly as well as cost-effective

Based on a novel interpretation and synthesis of well researched and accepted learning principles, Old Way/New Way^® is far superior to conventional approaches to facilitating and managing transition problems, changing work habits and and developing new skills

Old Way/New Way^® is done in practical, hands-on situations where the facilitator works with the employees and their workplace trainer or coach

With Old Way/New Way^® there is no need for special equipment, although the use of video feedback, stop-motion analysis and kinaesthetic feedback can be helpful with complicated performance skills

Old Way/New Way^® works with the brain, not against it, to accelerate the natural process of change.

Safety program workplace trials | research evidence | case studies

A complete list of published research, workplace trials and case studies on Old Way/New Way^® can be found here and here.

Changing Work Habits: More Gain, Less Pain.
Australian Safety News, October 2000, pages 58-59. National Safety Council of Australia Ltd. By Graham Weaver, Training Coordinator, KAAL Pty Ltd., Point Henry, Geelong, Victoria. Paul Baxter, Mediational Learning Consultant, Department of Training & Industrial Relations, Brisbane, Queensland and Harry Lyndon, Department of Education, Training & Employment, Adelaide, South Australia. "KAAL Australia (a joint venture of Kobe Steel and ALCOA) writes about a new process of Skill Mediation (Old Way/New Way^®) which aims to change behaviour at work in the name of good OHS." More ...

The Education Boom. Jarek Czechowicz. Management Today. November-December 2000. Pages 12 and 13. Australian Institute of Management. Knowledge is an enterprise's greatest resource. Online management development is fast and cheap. By 2002, more than half of all training will be technology based, with the remainder taking place in the classroom. This article discusses the proactive habit interference mechanism that slows down change and continuous improvement in knowledge and skills. The solution, Old Way/New Way^®, accelerates human learning and allows the rapid uptake of new knowledge and skills.

The Airline Training Pilot. Second edition. Tony Smallwood. Ashgate Publishing Ltd. 2000. Chapter 6, pages 113-130. This chapter on the process of learning contains an in depth discussion of the theoretical background to Old Way/New Way^® and its application to pilot training. Section headings include:

• Behaviour change
• What do we do about non-compliance or non-achievement?
• Why do people keep falling back to old ways?
• Error analysis: diagnosing non-compliance and performance difficulties
• Unlearning of misconceptions
• Your old (prior) learning can interfere with new learning
• The "attitude problem" fallacy
• The "employee education is what's needed" fallacy
• Accelerated forgetting
• A new way of changing and improving: Old Way/New Way^®.

Rotor stall recovery. Old Way/New Way^® has been used to quickly correct helicopter pilots' unsafe reaction to rotor stall. More....

Safety program and manual handling program users

Airways New Zealand (New Zealand)
Bausch and Lomb (USA)
BHP Billiton (Australia)
Bickford Management Consultancy (Australia)
Brisbane City Council (Australia)
Brisbane Water (Australia)
Chamber of Minerals and Energy, WA (Australia)
Clearwater Business Services (Australia)
Colorado Group (Australia)
CSR Gyprock (Australia)
CSR Ltd Sugar (Australia)
Cynergex Group (Australia)
Department for Ageing Disability & Home Care (Australia)
Dept Main Roads, Queensland (Australia)
Erickson Air Crane Inc. (USA)
Handle With Care (Australia)
Heatley Secondary College (Australia)
Heyer Ford (Australia)
Horizon Environmental Health and Safety (UK)
JAL Enterprises (Australia)
Jones Lang LaSalle (Australia)
Let's Work! (Australia)
Manpower (USA)
Macmillan Staff Development (Australia)
Midwestern Area Health Services (Australia)
Millani Bridal Boutique (Australia)
Mining Industry Skills Centre (Australia)
Miriam Vale Shire Council (Australia)
New South Wales Dept Primary Industries (Australia)
Northern Rivers Area health Service (Australia)
O'Brien Glass Industries (Australia)
ORAL Operations Risk & Learning Ltd (Canada)
Portland Aluminium (Australia)
Proline Building Commercial Pty Ltd (Australia)
Rockford Products Corporation (USA)
Sante Health (Australia)
Shell Marine Products (UK)
Skadden (USA)
St Ives Gold Mining Company (Australia)
Stinson Coaching and Training (Australia)
Team Formation (USA)
The Training and Business Consortium (Australia)
Toll IPEC (Australia)
Tracmin (Australia)
Workplace Australia Group (Australia)

Manual handling | changing work habits

This manual handling training program:

• can greatly improve manual handling compliance
• can achieve 80% to 100% correction of a bad manual handling habit after one 15 minute training session, with no falling back to old ways
• can speed up transition and conversion training
• can greatly improve transfer of learning and virtually eliminate negative transfer in manual handling
• can eliminate long and repetitive classroom training sessions - you only need one session lasting one hour
• can eliminate costly participant booklets or other expensive consumables/training materials
• can correct a bad manual handling or other work habit you've spotted, on the spot and with minimal interruption to work flow
• correct the manual handling habits of a group of operators or a whole work team who share the same bad work habit, either on the spot during work or in a brief one-hour classroom training session
• can reduce the need for ongoing supervision of manual handling and other work practices and eliminate nagging because operators remember what they were taught
• can increase employee flexibility and adaptability to change.

Manual handling training program | rapid and permanent correction of bad work habits

• is a professional development program for qualified, experienced manual handling trainers. This is not a program that trains and certifies people to become manual handling trainers
• uses a learning method proven in manual handling workplace trials at ALCOA and published in Safety News, the OHS journal of the National Safety Council of Australia
• backed by Australian National Training Authority funded research published in the Journal of Vocational Education and Training
• readily adopted by trainers, instructors, workplace coaches and supervisors as part of their professional toolkit
• used in-house by both large and small corporations, government departments and small businesses
• generic manual handling training tool suitable for all workplace trainers, supervisors, instructors, coaches, physiotherapists, occupational therapists, training consultants.

Manual handling program features

• uses a learning method proven in workplace trials at ALCOA and published in Safety News, the OHS journal of the National Safety Council of Australia
• is backed by Australian National Training Authority funded research published in the Journal of Vocational Education and Training
• is readily adopted by manual handling trainers, instructors, workplace coaches and supervisors as part of their professional toolkit
• is being used in-house by both large and small corporations, government departments and small businesses
• is a generic manual handling training tool suitable for all workplace trainers, supervisors, instructors, coaches, physiotherapists, occupational therapists, training consultants.

Manual handling—rapid correction of bad work habits

Manual Handling Rapid Correction of Bad Work Habits is an advanced workplace training skills course designed for experienced trainers, managers, supervisors, organisational psychologists, physiotherapists, occupational therapists, change agents, and employees in all kinds of occupations.

Old Way/New Way^® manual handling training can enrich your training experience and improve your training effectiveness.

Old Way/New Way^® manual handling training is well grounded in psychological learning theory and is verified by published experimental research in refereed professional journals. Furthermore, the record of its success in practical situations involving workplace behaviour change and improved safety compliance stands unchallenged (e.g., Weaver, G., Baxter, P., & Lyndon, H. Changing Work Habits: More Gain, Less Pain. Safety News, October 2000, pp. 58-59. National Safety Council of Australia Ltd.).

The course will provide you with explanations, demonstrations, and step-by-step instructions so you can quickly start using Old Way/New Way^® to accelerate manual handling learning.

You will learn the fascinating theoretical background of Old Way/New Way^®; discover how it has been used to quickly correct manual handling and other skill development problems, work procedure problems, poor work habits, skill transitions, and other performance problems at work; see a step-by-step demonstration of its use to change the manual handling (lifting) of an operator; learn to prepare your own skill correction and behaviour change protocols that you can use in many different workplace training and performance situations; and learn how to use Old Way/New Way^® to speed up adaptation to things new, and make employees more flexible and adaptable to change.

Rapid correction of bad work habits short course content | on CD or a Flash-based online course

• course introduction, learning objectives, and rationale for the course structure
• background reading for the practical assignments, with a self-administered test of understanding of the main concepts, accompanied by model answers
• demonstration of the brain mechanism that slows down change and improvement and makes old manual handling work habits die hard
• a practical assignment that teaches you the generic steps in Old Way/New Way^® manual handling training
• a practical assignment that guides you, step by step, to use Old Way/New Way^®, first to change your own behaviour and skilled work performance, and then to change an operator's manual handling technique, and a ten-minute video demonstration that shows you how the latter was actually done
• other practical assignments that show you how to use Old Way/New Way^® to change the manual handling performance of team or crew members, and whole teams
• a generic Old Way/New Way^® protocol template that you can modify to suit many different kinds of manual handling technique and work habit correction, and other work performance problems
• stepwise comparison of Old Way/New Way^® and conventional manual handling training, so you can quickly understand where they overlap, and see the important differences
• case studies of how Old Way/New Way^® can improve workplace performance in hazardous materials handling, safety training, workplace health, customer relations, pilot training, transition training, workplace literacy, work habits, and other workplace performance problems
• examples of how Old Way/New Way^® has been used in physical therapy
• examples of its use to correct misconceptions and misunderstandings that may be the root cause of workplace performance problems
• how to use Old Way/New Way^® for skill transition training, and platform migration
• list of published research that underpins this methodology
• implementation support options, including e-consultation, an online course, and on-site consultation.

Orders

Training in Old Way/New Way^® Learning is available in a training workshop for small groups, on CD or as an online course, the latter with or without email support.

Choose from these four program delivery formats.

On CD—Workplace safety training/manual handling

This Flash based course provides specific step-by-step examples of how to correct performance faults in a range of workplace learning situations. Contains a video segment showing how a specific workplace safety problem (bad work habit) was corrected. AU$59. Currency conversion | Order form—workplace safety. Order form—manual handling.

Online course—Workplace safety training/manual handling

Same content as the CD course but delivered online through your web browser. AU$59. Currency conversion | Order form—workplace safety. Order form—manual handling.

Online course with implementation support—Workplace safety training/manual handling | individual tailor-made online course

Customised online trainer development course includes all the course materials in the online course, plus step-by-step guidance and email support in a course that is customised just for you. AU$395. Currency conversion | Order form—workplace safety. Order form—manual handling.

Workshop—Workplace safety training/manual handling | workplace trainer development workshop

One-day workplace safety/manual handling workshop tailor made for workplace trainers and other change agents. Email us for more information.