PK!r@[Content_Types].xml PK!c+QQ _rels/.rels PK! IIdocProps/core.xml Recognition & feedback culture — storyboard Busy Capybara PK!TdocProps/app.xml Busy Capybara PK! #z#zword/document.xml Recognition & feedback cultureStoryboard · demo moduleStoryboard for the demo module: the intro block and the branching-dialogue trainer scenario. Build reference for Rise 360 / Storyline 360.Format — micro-learning + weekly trainer · Tools — Rise 360 · Storyline 360 · Context — cross-industry, EN-ready · Version — demo v1About the context choice: The scenario is deliberately industry-agnostic — it uses a universal office situation ("an employee catches a mistake before it reaches the client"), equally clear to a marketer, consultant, developer, or accountant. Keep names and phrasing neutral through production so the scenario stays portable across teams.Part 1 · Rise · intro module — How to give feedback that worksFive screens, one throughline: recognition fails when it’s vague, a simple model fixes that, and the model itself has failure modes worth naming before practice starts.Screen 1 — The hookYou already give feedback. Most of it doesn’t work.65% of employees say they received no recognition at all last year.Left unaddressed, the disengagement it causes can cost a company up to $16.1M per 10,000 employees.This module is about the other 35% — and one habit that gets you there.dev note: static text screen, no interaction. "Continue" advances to screen 2.Screen 2 — The habit: specific over genericHere’s why most of it doesn’t work: it’s too generic to act on. "Great job" doesn’t tell anyone what to repeat — the brain can’t file away an adjective, only an action.✕ "Great work on the project!"✓ "You caught the numbers error in the client report before it went out — that saved us from an awkward correction after delivery"dev note: the two examples reveal in sequence on click, ✕ first, then ✓. The ✓ line is the same case screen 3 breaks down.Screen 3 — The SBI modelThat "✓" line wasn’t luck — it followed a structure. Three parts, in order, every time:Situation — "Yesterday, finishing the client report an hour before deadline" · Behavior — "you caught a data error and fixed it" · Impact — "that saved us from sending the client something wrong."dev note: click-to-reveal, one label at a time, each label highlighting the matching clause in the screen-2 quote above it.Screen 4 — Where SBI still goes wrongKnowing the structure isn’t enough — most people who "use SBI" still slip on one of these:Skipping Impact — stopping at "you fixed the error" without saying why it matteredDelivering it late — SBI a month later reads as a performance review, not recognitionCrediting the outcome, not the behavior — "the report was great" instead of naming what the person didDefaulting to public praise — some people would rather hear specific feedback one-on-onedev note: four-item accordion or click-reveal list; no branching, static reference.Screen 5 — Moving to practiceYou know the model. Now you’ll use it.Starting this week, a new situation unlocks every week. Each one puts you in the moment, before you’ve had time to plan your words — the same way real recognition happens on the job.dev note: "Start situation 1" button routes into the Storyline trainer (Part 2). Module completion for Rise fires here, independent of trainer completion.Part 2 · Storyline · trainer #1 — The Last-Minute CatchA branching dialogue with three decision points, character states, and a debrief after each line.Branching map — trainer #1Situation screen → Decision point 1A · generic praise → Final screenB · SBI (recommended) → Alex deflects → Decision point 2A · let it drop → Final screenB · hold the specifics → Alex reflects → Decision point 3A · nothing more → Final screenB · forward-looking line → Final screenC · undercutting the effort → Final screenScreen 1 · situation"Your team member, Alex, was finishing a report for an important client an hour before the deadline. Alex noticed a data error that would have gone unnoticed by anyone else, fixed it, and re-checked the whole report before sending it out on time. The next morning, you see Alex at their desk."dev note: static illustration or a short animated scene; advances on a "Continue" click.Decision point 1 — what do you say to Alex?Option A · generic praise"Alex, great job yesterday!"Alex: "Oh — thanks." (shrugs, goes back to typing)There’s praise, but it doesn’t say what was valuable — Alex has nothing to take away, and neither of you brings it up again. → Final screen.Option B · SBI — recommended"Alex, yesterday you caught a data error in the client report an hour before the deadline and fixed it without anyone asking — that saved us from sending the client something wrong. Thank you."Reaction: engaged, pleasedClean SBI: situation, specific action, impact on the client. Feedback like this sticks. → Branch B complication.Option C · undercutting the effort"Good thing you caught that, it would’ve been bad otherwise."Alex: "...Yeah. Won’t happen again." (a little deflated)Not overtly critical, but the emphasis shifts to the risk rather than the credit — Alex hears it as a near-miss, not a win. → Final screen.Branch B → complication screenAlex replies: "Oh, it was nothing, just doing my job."dev note: shown only when choice 1 = B; branches A and C skip straight to the final screen.Decision point 2 — how do you respond?Option A · let it drop"Well, thanks anyway."Alex: "Yeah, no problem." (the moment closes)A valid response, but it misses the chance to reinforce the recognition. → Final screen.Option B · hold the specifics"That’s exactly why it matters — a lot of people would’ve let it slide until morning. You chose not to, and that’s worth noticing."Alex: "Huh. I guess I didn’t think of it that way." (sits with it for a second, half-smiles)Employees often deflect praise — that’s normal. A good manager doesn’t go along with the deflection, and gently holds onto the specifics. → Decision point 3.Decision point 3 — Alex is listening. Do you leave it there?Option A · nothing moreYou nod and let the moment stand.Alex: "Thanks, [Manager]." (gets back to work, looking a little more upright)A complete, solid ending — the recognition already landed in decision point 2. → Final screen.Option B · add a forward-looking line"And next time you catch something like this — tell me right away. I want you to get credit for it, not just quietly fix it and move on."Alex: "Okay — yeah, I will." (sounds like they mean it)Turns a one-off thank-you into a standing expectation — the strongest ending on this branch. → Final screen.Final screenRecognition works when it’s specific.Situation. Behavior. Impact. Say what happened, what they did, and why it mattered.See you in a week for the next situation.dev note: one shared final scene regardless of the branch taken; closes the SCORM object and records completion.A — generic / neutral answer B — recommended answer (SBI) C — undercutting / devaluingBusy Capybara — instructional design storyboard — demo content, v1 PK!2byyword/styles.xml PK!word/numbering.xml PK!1word/_rels/document.xml.rels PK!r@[Content_Types].xmlPK!c+QQ _rels/.relsPK! IISdocProps/core.xmlPK!TdocProps/app.xmlPK! #z#zword/document.xmlPK!2byyword/styles.xmlPK!word/numbering.xmlPK!1uword/_rels/document.xml.relsPKR