Despite nearly a decade of studies and warnings, Medicare cards continue to display participants’ SSNs prominently on the face of the card as their Health Insurance Claim Number (HICN) or patient identification number. This number is also displayed on all claim forms mailed to participants’ homes.

As the studies and warnings clearly point out, this practice leaves participants vulnerable to identity theft when Medicare cards are stolen or claim forms are mailed to the wrong address. This is a common occurrence. It also leaves the Medicare program itself more vulnerable to fraud when identity thieves use stolen Medicare cards to obtain personal medical care and/or to submit fraudulent claims. Using SSNs as a patient identifier is just a bad idea, particularly in light of the fact that other state and federal laws specifically prohibit the use of SSNs in this way.

Both the (CMS) and the U.S. Government Accountability Office (GAO) have studied this issue in some depth. Yet, despite across-the-board agreement that the practice needs to change, no relevant government agency, nor Congress, has taken the necessary action to require the change.

A key reason for this inaction, beyond the studies, is the cost. A 2012 GAO Report examined two options to address the issue:

1. Continue to use SSNs but hide the first five digits.
2. Replace SSNs with a new Medicare Beneficiary Identifier

However, CMS concluded that implementing either option would involve between 40 to 48 government IT systems and would take approximately four years to complete. Early CMS estimates indicated that replacing SSNs with the new MBIs would cost up to $845 million. More recent GAO estimates bring that number down considerably to between $255 million to $317 million. Note that these estimates do not include costs hospitals and providers would incur when making changes to accommodate the new MBIs.

So, things stand pretty much where they have stood since this issue first became a key point of study and discussion years ago. The most recent GAO Report (September 2013) on the matter concluded that despite the many warnings resulting from the studies and the increasing level of Medicare card theft, CMS still had not given the green light to any project that would remove SSNs as the Medicare card patient identifier. CMS has also failed to follow the lead of other existing state and federal laws prohibiting the use of SSNs as patient identifiers.

But hope springs eternal. Maybe CMS will seize the opportunity to make the change during the current modernization project of CMS’s overall IT systems. As proposed in the September 2013 GAO Report, "...one of CMS’s high-level modernization goals is to establish an architecture to support ‘shared services’ - IT functions that can be used by multiple organizations and facilitate data-sharing..." This effort includes a crosswalk function that could translate existing SSNs on claims to the new MBIs and vice-versa. The transition from the SSN to the new MBI would be much more efficient by receiving information on CMS’s modernized system with the new MBI, rather than by processing the information into the modernized system with the SSN and then making the transition.

Is it an impossible dream that the common-sense state and federal regulations already prohibiting SSNs from being used as patient identifiers will also apply to Medicare? It remains to be seen.

Managing Different Generations in the Workplace: Part Three

Managing Generation X’s need for direct feedback and millennials’ desire for innovation is challenging enough, but a third generation of workers is trickling into the workforce. Generation Z, comprised of individuals born after 1995 up to the present, is already one of the biggest generational groups in the U.S.

While they may share a number of qualities with their Gen Y predecessors, communicating with this collection of young adults is an entirely different process. Continuing our four-part series on generations in the workplace, it’s time to break down the final crew: Generation Z.

Reliance on Technology

Like millennials, Gen Zers have been using technology since pre-adolescence—but their focus has been on more automated programs that require creativity or social networking over digital engineering. The Association for Talent Development suggests that managers retool their work processes and infrastructure to accommodate for automation. For example, inputting electronic data and running spreadsheets suits Generation Z’s technological preferences, but building spreadsheets doesn’t. Their focus is on easy-to-use programs that coordinate activities or communication.

As a result, members of Generation Z may require more guidance than workers of other generations when it comes to learning new software or tasks. They benefit greatly from instructor-led training exercises that utilize simulations or computer programs. A 2012 Forrester Research report showed that Generation Z is the second-largest demographic owning iPhones at 24 percent, ranking a few points below millennials (29 percent). Managers should take advantage of this group’s inclination for mobile technology and coordinate educational materials that are accessible via handheld devices.

Sense of Hyperconnectivity

According to Bloomberg View, Gen Zers might be overconnected in comparison to millennials. They’re accessing a wider variety of media: television, smartphones, tablets and mobile devices. A recent report from New York-based advertising agency Sparks and Honey revealed that members of Generation Z spend roughly 41 percent of their time outside of work or school interacting with computers or other technologies. Managers can utilize this sense of hyperconnectivity through modalities like chat programs that bring employees together and foster communication among staff.

In another study conducted by Wikia, “GenZ: The Limitless Generation,” researchers surveyed 1,200 Wikia users between the ages of 13 and 18. They found that 60 percent of Gen Zers share their knowledge with others online, an indication that they possess substantial collaborative skills. An additional 64 percent contribute content to websites because they enjoy learning new things, while 66 percent believe technology makes them feel as though anything were possible.

Given the penchant for collaboration, managers should include Gen Zers in more project management assignments. Generation Z’s networked approach to learning and development makes them feel engaged when working with a team. Social interaction is the optimal choice for communicating with this group, and hands-on training is the best option.

Unlike millennials, there’s still time before the majority of Gen Z enters the workforce. Managers should begin thinking about this generation and how to manage them now. Stick around as we segue into the final chapter of our series where we discuss strategies to connect all three generations—X, Y and Z—into one cohesive workforce.

Managing Different Generations in the Workplace: Part Two

In the first article of our four-part series on communicating with employees of different generations, we examined the unique characteristics of Generation X. Following the determined and work-driven perspective of the baby boomers, Gen Xers enjoy a happy learning medium of experience and ingenuity. But what about Generation Y, the age group often referred to as Millennials?

Generation Y has proven to be vastly different from its predecessors, carving a distinct niche for working millennials. Let’s discuss how to communicate with these tech-minded individuals.

Growing Up with Technology

Born between the years 1981 and 2000, millennials have a strong grasp on the kind of hardware and software currently utilized in today’s workplace. Unlike the baby boomers and Gen Xers, Gen Y has had its fingers on the pulse of technological advancements from an early age. Because of this, the best way to coordinate training with these learners is through mobile or Web-based platforms. Millennials feel more involved and digest information at a faster rate when it’s shared electronically. Training magazine recommends engaging and improving effective communication skills with Gen Y by conducting quick research by smartphone using polls and quizzes.

However, remember that Gen Y employees are bombarded with digital information every day, and they’re adept at weeding out what's pertinent and what’s "spam." Whether you’re designing training materials or constructing presentations, make sure the information is concise and to the point.

Millennials need more than competitive salaries and rewarding work experience to be satisfied - this generation needs to be more engaged in the training process. Leverage this by having millennials take the lead in new training programs. Gen Y is a valuable resource for guiding more senior colleagues in using tablets and Internet systems, the Philadelphia Business Journal explains. Allowing millennials to help train their peers creates an environment that breeds trust and communication among co-workers.

Bridging the Communication Gap

Gen Yers have been maligned by some researchers as possessing a "very inflated sense of self" and being "a pampered and nurtured generation," according to Psychology Today. This misconception may stem from millennials’ understandable desire for consistent and meaningful feedback on their work. Acclimated to the immediate feedback loops of social media, video games and other interactive platforms, millennials thrive in responsive environments. As a result, email becomes very useful for managers. Not only does it allow for a responsive environment, but Gen Yers are characterized as more likely to respond to electronic correspondence than phone calls or physical meetings.

Gen Yers are a group of unique individuals that like to interact with peers and lean on creativity to get tasks done. Fueled by collaboration, Generation Y thrives from active training lessons that bring them together in a room to chat and role-play. Managers must use this to their advantage by designing exercises that feed into the social and improvisational strengths of millennials, as opposed to the self-reliant, structured approach of Generation X. Stick with us to learn about millennials’ not-so-distant cousin: Generation Z.

Project managers deal with numerous factors impacting success, including budget constraints, stringent timelines and technical issues. Yet one of the most common issues is communication breakdowns among different personality types on the team. By identifying and codifying different personality types, project managers can enhance the effectiveness of their teams, balancing team member strengths and weaknesses, and improving the overall project outcome.

Based on the work of Swiss psychiatrist Carl Jung, the Myers-Briggs Type Indicator is the most widely used personality assessment tool. It enables people to identify their natural preferences that guide decision-making, determine how they gather information, structure their lives and understand how they derive their personal energy.

To determine their MBTI type, individuals complete a multiple choice questionnaire that asks them to choose their preferences in a wide variety of situations. The results translate into a four-letter type, based on four dimensions, each with two preferences: Source of Energy (Extraversion or Introversion); Information (Sensing or Intuitive); Decisions (Thinking or Feeling); and Structure (Judging or Perceiving). For instance, in terms of how one makes decisions, some people use a more logical, objective thought process (called “Thinking”) while others focus on the impact the decision will have on the people involved (called “Feeling”).

Navigating personalities

The brain dictates how an employee engages with projects and approaches his or her responsibilities. Psychological type preferences can either complement each other, actively supporting success, or interfere with progress by clashing with one another. We’ve all been on teams where one or two personality types dominated; it can be very unpleasant and undermine the success of team’s effort.

But it’s not just about individuals getting along. Preferences don’t only clash or mesh with one another - they can have degrees of harmony or dissonance with the project itself. For different types of projects, different personality types can be a real asset to the team. In her article "Optimizing Myers-Briggs Type Indicator Training: Practical Applications," Jennifer Tucker, Ph.D., outlined the ranging personalities that can impact success.

For instance, some projects are more externally-focused, and can draw on the strengths of extraverts. Other projects may focus more on possibilities, not just the facts. Intuitive types are a real boon in those situations. Likewise, having Feeling types on a project that focuses on the consumer can help the team really understand the end-user in a way that a Thinking type - who relies on logic and objectivity - might miss. A project in the beginning phases can benefit from the Perceiving type, who is open to new information, and resists quick decisions. But, then again, when you need structure and closure, the Judging type is your go-to person.

Planning projects around personalities

For leaders, the trick is to discover the balance that benefits the project and mitigates risk. Managers have to decide how to utilize each personality to their project’s advantage. For example, teams that lean toward introversion may lack the continual communication needed to maintain support from senior leadership. On the other hand, projects heavily influenced by Perceiving types might struggle with expectation management, such as meeting proposed deadlines. To find the right balance, managers should pick team members that bring both preferences to the table, engaging stakeholders while making swift project decisions.

While leaders can benefit by applying personality types to project management, the MBTI isn't the only tool for determining team selection. With the right balance of personalities and effective communication skills, managers can identify individuals who bring the necessary experience for a successful project.

With all the talk about HIPAA over the past decade, most people in the U.S. now expect their confidential health care information and records (collectively “PHI”) to be just that…confidential. We expect our providers to assure its privacy and security. But this is not always the case. Read about this incident.

In September 2008, Parkview Hospital in Ohio took custody of approximately 5,000 to 8,000 patient records pertaining to a retiring physician’s medical practice. Parkview was considering purchasing some of the physician’s practice and was assisting the retiring physician to transition her patients to new providers. By taking custody of the PHI, Parkview assumed the responsibility for the private and secure management of the retiring physician’s PHI. However, on June 4, 2009, despite having custody of the records and with knowledge that the retiring physician was not at home at the time of the incident, Parkview employees left 71 cardboard boxes of medical records on the driveway of the physician’s home, within 20 feet of the public road and a short distance away from a heavily trafficked public shopping venue. This action exposed the PHI to unauthorized access and constituted a HIPAA breach.¹

The retiring physician reported the breach to the Department of Health and Human Services (HHS), resulting in an investigation by its Office of Civil Rights (OCR). Parkview cooperated with the OCR investigation. The outcome was an $800,000 civil money sanction and a corrective action plan requiring the revision of Parkview’s policies and procedures, staff training and regular reports to OCR on compliance with the corrective action plan. The extended regulatory oversight and related costs for auditors can be a greater sanction and intrusion into daily operations than any sanction check that has to be written.

HIPAA and HITECH mandate that healthcare providers and managing healthcare entities are responsible for the privacy and security of PHI from the time it is created until the time it is securely destroyed. This includes implementing and monitoring PHI policies and procedures as well as training and monitoring staff compliance with them. Failure to do so can subject healthcare providers or entities to sanctions and regulatory oversight through corrective action plans. HIPAA regulations have been in effect since 2003. HITECH regulations, enacted in 2009, have heightened sanctions for failing to protect PHI, including added sanctions up to $1.5M per year for willful neglect levied against covered entities that can demonstrate no reasonable efforts towards HIPAA/HITECH compliance.

It’s hard to believe that breaches such as the above incident are still taking place. But the OCR confirms that it is quite busy with similar investigations. It is starting up its random audit program again in October 2014 to get the message across that HIPAA/HITECH compliance is mandatory. The message from HHS is that sanctions will increase when non-compliance is identified such as in the case cited above and those noted on its Wall of Shame at www.hhs.gov.

¹See $800,000. HIPAA Fine- Blatant Violations Continue to Occur, www.Medlaw.com, posted June 25, 2014

Data thieves are feasting at the healthcare information and data buffet. The healthcare industry needs to act quickly to manage this problem.

Last year, the healthcare industry experienced more data breaches than any other industry. There were 269 incidents reported with more than 8.8 million healthcare records compromised, equaling 43.8% of breaches reported across relevant industries, according to the Identity Theft Resource Center (ITRC). So far in 2014, ITRC found that healthcare organizations are trending even higher representing 45.8% of breaches industrywide. And these statistics are only for breaches that have been reported.

The vulnerability of healthcare information and data is increasing. The FBI warned healthcare providers that their data security systems lag behind other industry sectors. This warning asserts that the healthcare industry is not as resilient to cyber intrusions compared to the financial and retail sectors. Therefore, the possibility of increased cyber intrusions is likely.

The results of risk analyses performed across the healthcare industry, including the results of the initial Office of Civil Rights (OCR) audit program, point to a lack of investment by healthcare in privacy and data security, a lack of attention to these issues at the executive level, and a tendency to spend only minimal resources to implement HIPAA/HITECH compliance plans. As the above statistics confirm, healthcare remains not only vulnerable but a preferred target for cyber criminals.

Why are cyber criminals focused on healthcare? Quite simply, that’s where the money is. The value of medical data is proving to be far more lucrative than other types of personal data. For example, a single person’s medical identity information can fetch hundreds of dollars compared to just a dollar or two or even less for a Social Security or credit card number, according to experts. Such medical identity information can provide access to prescriptions for drugs that can be re-sold, and can cover expensive medical treatment for the wrong party.

Healthcare data breaches are not only the work of shadowy hackers working out of foreign countries. In as many cases, the breaches are the work of healthcare providers’ own employees. Failure to invest in and implement verifiable privacy and security programs within the organization itself which include meaningful and appropriate workforce training programs is costing healthcare providers millions of dollars in sanctions and corrective action settlement agreements to combat carelessness such as loss of laptop computers and other devices with unencrypted data and unauthorized snooping into or copying patient records and data. Breach reports and complaints are patient and consumer driven and can be made directly to the Department of Health and Human Services (HHS) by disgruntled individuals. Breaches can also result from criminality by an employee acting on his or her own to steal healthcare data outright for personal gain.

Also, as electronic health records systems (EHRs) become more prevalent and sophisticated, the risk of medical identity theft continues to grow. Providers are accountable for data security efforts to remain on top of current threats, identify emerging problem areas and stay ahead of the myriad of new threats. Further, HITECH has pulled Business Associates and Business Associate sub-contractors into the HIPAA/HITECH regulatory realm.

Healthcare, as an industry, has a long way to go to match their counterparts in the financial and banking sectors, which have invested heavily in data privacy and security. These industries experienced only 3.7% of data breaches and less than 1% of compromised records. Excuses are no longer being tolerated by HHS, willful neglect (failure to demonstrate any effort at HIPAA/HITECH compliance) is being sanctioned at a rate of $1.5 M per year on top of corrective action settlements, and random audits by OCR are beginning again in October of 2014. Now is the time to act.

For assistance with your HIPAA/HITECH compliance efforts, contact Jim Wynne at jwynne@meritcd.com or by phone at 610-225-0193.

Managing Different Generations in the Workplace: Part One

The eclectic mix of employee personalities and working styles can be challenging in itself. However, with roughly three different generations working together at one time, multiple perspectives, and varying levels of experience, compound the complexity of training.

Generation X - birth dates ranging from the early 1960s to the early 1980s - has worked for more than two decades. With Generations Y and Z entering the fold, what's the most effective method of communication with this cohort? As the first of a four-part series, let’s break down Generation X.

The Concept of Authority

According to annual surveys administered by the Longitudinal Study of American Youth, Gen Xers are defined as people who are highly educated, active, balanced and family-oriented. The study gathers data using various questions and responses from roughly 4,000 participants who were surveyed each year from 1987 through 2010.

The LSAY is a project funded by the National Science Foundation that began in 1985 and is designed to measure the development of student attitudes toward achievements and career paths in a range of subject areas. The participants are surveyed during middle school, high school and the first four years of post-high school.

Forbes magazine explained that Gen Xers view their superiors as experts whose work experience and skill levels demand a high level of consideration and respect. They believe that being an authoritative figure in the workplace is a substantial achievement and earned through hard work and dedication. They also like structure and direction from senior leadership but are self-reliant when completing a task.

The Perception of Balance

According to Training magazine, Gen Xers strive to find a balance between the office and home. Because baby boomers are usually loyal to their workplace, Gen Xers might view their older colleagues as workaholics who are afraid of change and lack adaptability. Being brought up during a shift in technological advancements, Generation X learns from a range of modalities – from traditional, instructor-led training to online classroom environments.

Leaders should understand how Gen Xers operate and incorporate various methods to effectively engage them in the training environment. These include a mixture of visual activities, like PowerPoint presentations combined with virtual quizzes and polls. The best communication balance for managers is to provide adequate feedback to Gen Xers: It can serve as a viable motivator for continuing - or improving - their strong work ethic.

The Power of Engagement

Caught in-between two very different generations - baby boomers and millennials - Gen Xers are a blend of the old and new guards. They can endure the nitty-gritty grind of completing projects, but they also appreciate working autonomously on various assignments.

Knowing this, managers should leverage the Generation X motivators and accommodate their unique perspectives on the workplace. Direct and immediate feedback keeps them engaged and happy, contributing to the company’s success and maintaining high employee morale as well. For example, exploring monetary bonus plans for completing assignments can provide Gen Xers with the encouragement they need for optimal performance.

To work efficiently on bolstering productivity and engagement, managers need to understand the characteristics of Generation X. But with Generations Y and Z in the workplace as well, they have to accommodate for varying personalities. Stay tuned for our next feature on the Millennials and their own specific intricacies.

Review a course list or contact Merit today for more information.

The difference in project plan outcomes with and without a good communication plan is a real eye-opener for managers. When well-executed, the workflow of a project can advance seamlessly among stakeholders and break down departmental communication silos. Managing project stakeholders is critical to the success of every project. The first step to developing an efficient and effective communications plan is to assess the individuals on the team to determine who are the most essential team members for the project.

Building the Grid

Throughout their training and certification, project managers learn about the communication plan process and the role it plays in effective project management. Without a plan, communications can be disjointed and fractured, creating the potential for conflict and miscommunication. Because stakeholders often consist of contributors from different disciplines and functions, managers should conduct a thorough analysis of their team to determine the right talent for each aspect of the communication plan.

One technique is to build a plotted grid that conveys each stakeholder’s relationship to the project. Doing so facilitates the categorization of individual employees, determining where his or her efforts will be most effective for the project. In the grid, the X axis identifies the level of interest, or how much the stakeholder will be affected by the outcome, and the Y axis signifies influence, or how much he or she can impact the finished project. Each quadrant, measured from low to high, would help measure the specific value of each project team member and develop the framework for the communication plan. Using the grid, leaders measure how much members of a team will contribute to the success of the project. Employees with high levels of interest and power would be more effective than members with lower levels of these attributes, while those with mixed levels can still positively influence the assignment. From there, managers must decide who will be included in the project.

Managing Stakeholder Expectations

Stakeholders can vary in terms of influence and interests. While the team assignment itself could drive completion, many factors can impact the project's success. Several warning signs can point to project management trouble, such as missed deadlines and conflicts among stakeholders. To combat these challenges and break down communication silos, project managers must actively follow their communication plans to the end. It is the only way to keep stakeholders in check and ensure that the project's needs are met in an efficient manner. Regular meetings - both virtual and in-person - can keep everyone up to speed on progress and serve to better manage stakeholders' expectations.

Learning from Experienced Professionals

At Merit Career Development, courses are customized to provide flexibility and meet an organization’s needs. In its experience running effective project management training, Merit has found that many managers were not creating a communication plan, endangering the success of their projects. To illustrate the impact ineffective communication plans can make, Merit had managers run a simulation of a stakeholders meeting without a communication strategy in place. The inefficiencies of this non-strategy were apparent from the start. Merit then had the managers run through the same scenario with a communication plan in place. The differences were dramatic. There was a marked improvement in performance as managers realized the indispensable benefits of effectual planning and were able to better coordinate efforts among the team. Teaching project managers the essentials of developing effective communications plans has become an important component of Merit’s project management training. Merit actively looks to turn on the light bulb for project managers so that the value of efficient communication is crystal clear for them. The solution lies in getting the participants to struggle in the first hour of training in order to understand the benefits of the second hour and the importance of a plan. This can help save time and reduce errors, repetition and confusion among stakeholders and lead to better financial gains for the business. To learn more, review Merit’s course list or contact Merit today.

What is really happening in our brain when we learn?

The way our brains process information has huge implications for those of us who design corporate training and other adult education experiences. Our awareness of the principles of neuroscience, and their application in "brain-friendly training" can make the difference between a program that is simply enjoyable and one whose content is retained and applied to improve job performance. Improved performance usually brings financial success and recognition by a company that their investment in training was worth it. "In order to achieve the desired ROI on training, we must design and deliver training that becomes integrated into long-term memory," explains John Juzbasich, D.Ed(c), MLD and CEO of Merit Career Development.¹

Learning produces physical changes in the brain

What does learning look like?

Research has shown that information we receive goes through four distinct regions of the brain; indeed, using modern imaging techniques we can actually see information moving through the brain.

The four regions are:

1. Sensory Region - Information is first filtered here. Incoming data is processed by our five senses. This is the region for gathering information.
2. Back Integrative Region - Here, bits of data are connected over time, associations become apparent, and understandings grow. This is where our brain makes meaning of the information we receive by connecting the new information with our past experiences and beliefs. This is the region for reflecting on the information we gathered.
3. Front Integrative Region - Here, we consciously manipulate data to plan what we'll do with it. We are creating new ideas.
4. Motor Region - This part of the brain sends signals for the body to act on the information it has received. This is the region for testing our understanding.

In addition, there are chemicals in the brain that produce emotions that affect the four regions and hence modify the strength of each step of the learning cycle. According to research by James E. Zull², professor of Biology and Director of the University Center for Innovation in Teaching and Education at Case Western Reserve University, the frequent firing and exposure to the chemicals of emotion lead to great change in neuronal networks; that change is the physical evidence that learning has taken place.

If learners gather, reflect, create and test, and if their emotions are engaged at each step with fun, memorable activities, they will have used their whole brains!

Now that we know about how the brain learns, how can we produce those physical changes in learners’ brains? How can we maximize their participation to make our training stick?

Gathering

• Keep changing what the learner sees.
• Include as many senses as you can.
• Limit the amount of content to only what is needed, because they will not make sense of the information until subsequent stages.

Reflecting

• Know your audience.
• Provide many opportunities for them to connect the new information and challenges to what they already know and care about.
• Use multiple analogies and examples to help recall of prior knowledge.
• Ask them to put their thoughts into writing, or to predict the outcome of a scenario.
• Learners will attach new things to their existing neuronal networks to generate more complete understanding. Juzbasich says that from the learner’s perspective, what is not connected, or not relevant, gets thrown out!

Creating

• Draw out the connections the learners are making and enable them to create deeper knowledge from the new information.
• Use examples that are relevant and suggest comparisons with their daily work.
• Tell stories that resonate with what’s important to the group. Perhaps ask, "How will you use what you’re learning with your client?" "How did you handle this situation in the past and what has changed now?" "What does this make you think of?"
• These strategies help learners to call upon their prior knowledge and create tests for the new concepts.

Testing

• Offer opportunities for meaningful practice that involve moving the body in some way. Don’t forget, talking is a motor activity. Neurons that fire a lot during activity tend to form more connections and strengthen new connections.
• Don't stop at drilling and repetition, because neurons stop firing when something simply becomes habit.
• Ask learners to share their thoughts with others. Ask progressively more complex questions.
• Have pairs or groups act out a scenario; play increases retention.
• Provide simulations that engage them and test whether their understanding of the information will be adequate in the "real world."
• Provide encouragement and feedback.

Merit Career Development offers professional courses planned with close attention to how learners’ brains work. Every in-person, web conferencing, or computer-based experience can be customized for your specific situation and can incorporate elements from your workplace. Review some of our offerings and contact us to learn more.

References
¹ Juzbasich, John, D.Ed(c), MLD “Make Training Stick”, American Society for Training and Development Philadelphia Chapter Meeting, King of Prussia, PA, March 12, 2014, (Invited Speaker).
²Zull, James E., "The Art of the Changing Brain"
Fernandez, Alvaro. "The Art of Changing the Brain: Interview with Dr. James Zull"

Just published May 2014
The New York Times bestselling Freakonomics changed the way we see the world, exposing the hidden side of just about everything. Now, in their latest book, Think Like a Freak, Steven D. Levitt and Stephen J. Dubner take us inside their thought process and teach us all to think a bit more productively, more creatively, more rationally-to think, that is, like a Freak. (amazon.com)

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