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(1) Lean (adjective): (of an industry or company) efficient and with no wastage — Compact Oxford English Dictionary (2) Lean (noun): the optimal way of producing goods through the removal of waste and implementing flow, as opposed to batch and queue — Wikipedia Dimensions Lean Learning is the Learning & Development (L&D) process of getting the right learning, to the right audience, at the right time, in the right quantity to achieve perfect work flow, while minimizing waste and being flexible to change.
COMPUTER scientists have long tried to foist order on the explosion of data that is the internet. One obvious way is to group information by topic, but tagging it all comprehensively by hand is impossible. David Blei, of Princeton University, has therefore been trying to teach machines to do the job. He starts with defining topics as sets of words that tend to crop up in the same document.
Although creativity is often considered a trait of the privileged few, any individual or team can become more creative—better able to generate the breakthroughs that stimulate growth and performance. In fact, our experience with hundreds of corporate teams, ranging from experienced C-level executives to entry-level customer service reps, suggests that companies can use relatively simple techniques to boost the creative output of employees at any level. The key is to focus on perception, which leading neuroscientists, such as Emory University’s Gregory Berns, find is intrinsically linked to creativity in the human brain. To perceive things differently, Berns maintains, we must bombard our brains with things it has never encountered. This kind of novelty is vital because the brain has evolved for efficiency and routinely takes perceptual shortcuts to save energy; perceiving information in the usual way requires little of it.
Companies run on good ideas. From R&D groups seeking pipelines of innovative new products to ops teams probing for time-saving process improvements to CEOs searching for that next growth opportunity—all senior managers want to generate better and more creative ideas consistently in the teams they form, participate in, and manage. Yet all senior managers, at some point, experience the pain of pursuing new ideas by way of traditional brainstorming sessions—still the most common method of using groups to generate ideas at companies around the world. The scene is familiar: a group of people, often chosen largely for political reasons, begins by listening passively as a moderator (often an outsider who knows little about your business) urges you to “Get creative!” and “Think outside the box!” and cheerfully reminds you that “There are no bad ideas!”