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here's the routine,

"You'll put your shoes on in a different order without paying any attention to it," he says, "because once the cues change, patterns are broken up."

hat's when Proctor & Gamble reformulated Febreeze to include different scents. "As soon as they did that, people started using it at the end of their cleaning habits to make things smell as nice as they looked," he says. "And what they figured out is that people crave a nice smell when everything looks pretty. Now, no consumer would have said that. ... But companies can figure this out, and that's how they can make products work."

On breaking habits

On rewards

On spirituality and habits

They’ve not participated in online forums, shared their own learning journeys though sense making activities such as blogging or working out loud. Many have not used their own enterprise social networks.

In order to understand the impact of social learning, the learning and development professional will need to have gone through the personal learning journey themselves.

They need to be social themselves.

This means that they are already incorporating new skills such as social collaboration, network building,  knowledge sharing, working out loud, content curation and publishing, community building and sense making into their own work.

Myth 4: Social Learning is About Forcing Your People to Use Your New Social Learning Platform

Create activities that encourage adult learners to use sites like LinkedIn and Google Plus as invaluable tools. This can help them to not only build their social network, but collaborate with those who share the same interests.

However, mature learners prefer to engage in eLearning experiences that help them to solve problems they encounter on a regular basis (in the here-and-now, rather than the future).

Motivation is key with adult learners. As such, you will need to motivate them to learn by offering them a reason for every eLearning activity, assessment, or eLearning module they'll need to complete.

Technology distracts us. We’re wired to our smartphones. It’s increasingly challenging to be present and to listen. It’s tempting to fire off texts and emails during meetings; to surf the Internet while on conference calls or in classes; and, for some, to play games rather than tune in. While offering us enormous conveniences, electronic communication also leads to misunderstandings. It’s easy to misread intentions. We can take out our frustrations, hurl insults and take people down a notch from a safe distance.

Incivility shuts people down in other ways, too. Employees contribute less and lose their conviction,

To be fully attentive and improve your listening skills, remove obstacles. John Gilboy told me about a radical approach he took as an executive of a multibillion-dollar consumer products company. Desperate to stop excessive multitasking in his weekly meetings, he decided to experiment: he placed a box at the door and required all attendees to drop their smartphones in it so that everyone would be fully engaged and attentive to one another. He didn’t allow people to use their laptops either. The change was a challenge; initially employees were “like crack addicts as the box was buzzing,” he said. But the meetings became vastly more productive. Within weeks, they slashed the length of the meetings by half. He reported more presence, participation and, as the tenor of the meetings changed, fun.