¿Cómo motivar e inspirar a los estudiantes que son resistentes o reacios a cambiar o aprender nuevas habilidades?

I’d reframe their reluctance and not judge it. Try to connect and see what inspires them. See if you can help them with something they’re interested in while also coming alongside to validate some of the struggles. Maybe there’s a middle path for you/them?

In my experience, if possible I always try to learn about people who are reluctant BEFORE I begin. That way I can know what I am headed into. I like to offer personalized 1 on 1’s with folks before I head into heavy duty team building or strategy sessions so I really get a chance to know them before they have to be in the group environment. I can see if they have any hesitations before the training actually begins.

I agree that creating a safe space for the training to be conducted is essential for the training to be success. In my trainings, I make every single person in the room feel heard and valued for their contributions.

The right people in the right place in the right situation to benefit the organization In the context of manpower shortage, it is very important for organizations to capitalize on neurodiversity for the distribution of roles within the organization. In a team, the strength of one is often or sometimes the weakness of the other; an opportunity for one is sometimes a threat to the other. It is important to recognize that, at the time of recruitment, the company frames its job description and tasks according to the availability of the position, the function and the real needs in HR.

However, once the employee is part of the organization, I mean after the evaluation batteries during the orientation, integration, training and development period, it would be essential to identify the employee's different areas. Here we can talk about strengths, weaknesses, opportunities and threats

An early departure because of a bad assignment is a threat. Let us then rely on the "Right Person in the right place and inclusive work environment" - otherwise negative impact on the employer brand - Being in your talent zone, the genius zone is important - all of this requires a review of standards. Need to create psychological safety. The broadest possible spectrum of functioning. The neurodiversity professional calls it: "management by force, neuro-inclusion". Neurodiversity = Complementary Ecosystem.

Threat? Yes, threat. Because an employee in a bad position is a threat. This threat can be capitalized in lost time and money at the same time. We human resources specialists know that the recruitment process has a cost. To realize this, we only have to count the number of hours spent, the number of human resources mobilized and the logistical support required.

I’ve found through effective instruction that unifying your audiences emotions is the key to success. Building shared values then instructing based upon that unified front not only increases attentiveness, but it applies the curriculum to a personal experience.

Actually, I disagree with ‘challenging’ them as I’d promote curiosity first. Get curious as to why they have specific assumptions or hard fast attitudes. By getting curious you can establish trust, mutual respect, and encourage openness. Furthermore, by understanding their why you’ll better understand their motivations you can easily provide convincing evidence to support the effective change. Once you get curious and understand their reasoning for not adopting a change THEN you can proceed with challenging the assumptions and providing proof of concept/value. 💡Curiosity fosters connection and mutual understanding which increases the likelihood that you’ll succeed in gaining their favor.

I often encourage the ‘lightbulb’ moment. Regardless of whether they are a seasoned veteran or a beginner, encourage their move forward with simple exercises that demonstrate efficiency and productivity. In the AutoCAD training I provide, it’s often the journey from A-C, replacing their original journey from A-B-C, thus removing a step that might be superfluous to a specific process or workflow. It could even be a simple shortcut that just makes their use of the software interface more intuitive. It’s definitely the small things that all add up to being a more rounded user of the software.

THIS IS IT. Do as I do - not just as I say. We have to walk the walk not just the talk. By the way - this does not mean you need to be overly positive. Be honest about the challenges and your own struggles with adjusting. Model flexibility and resilience. And, be genuine about it. All of this creates a sense of trust and psychological safety and help our team see us (and themselves) as human.

From a standpoint of teaching programming/tech, if I give my learners an assignment, and they do not do it, even if they do not tell me why, experience tells me it is because they really don't even know how to start. Maybe they took a course in it, but they still don't know how to do it. In that case, I meet with them on Zoom and we do the exercise together. I demonstrate and then make sure they can do what I did. I find this helps learners who experience specific learning barriers, because I can customize how I model my behavior to them.

Some other things to consider: acceptance and affirmation. I once heard the story of a trainer who was approached early in a training with ‘we don’t want to be here’. His response? ‘No worries. Sit in the back row if you would.’ By accepting those trainees exactly as they were with no pressure, over the course of the day, they decided the training was good stuff and started to actively participated, which was there choice. Sometimes reluctance is related to fear of failure. ‘I won’t try something if I don’t think I can do it.’ MI teaches us that affirmations can increase a person’s sense of self efficacy. Can we as presenters find strength and value in whatever the participants say? Can we find ways to affirm the participants?

With the advent of ChatGpt we have finally created the knowledge tool that will enable any motivated person to make a qualitative leap forward in thier careers.

I like to give learners the element of choice in when and how they learn, which I understand is a luxury that is not available in many industries. If possible, empower your workforce to decide when they are ready for the upskilling (do they want to be pioneers, or wait until the last cohort); when they wish to participate in the event (which day, early morning, lunch and learn, late afternoon); and how they wish to be upskilled (ILT, self-paced, social learning, OJT). Choice is a powerful variable and can reduce friction and inertia when offered fairly.