Our Story
In The Beginning…
Obsidian began as a training and documentation company. Back then…it seems so funny to say back then when referring to ten years ago, but that is how fast this industry is moving… anyway, back then, training was pretty much in a classroom with an instructor and a manual. We put together the training and then wrote the giant manuals. Our team really did a great job cranking stuff out. Plus, we were already innovating by offering the crazy suggestion that the training be more “reference-based” (train to reference materials as opposed to expecting everyone to learn everything they need to know by the end of the class. We were all pretty clear on classroom retention rates by then). This was pretty revolutionary at the time. And, our people did such a good job, and were so dependable, that a couple of our clients started asking us what else we knew. “Lots.” we said. Fortunately, Shelly (Obsidian’s founder and chief bottle washer) had set up a business model that relied heavily on a highly committed contractor base. So, she got busy finding the best people in the business. Obsidian began working innovative thinking into all of our instructional design fairly vigorously and, by placing the right people on each project, very successfully. But then, of course, things were still changing…
By 2002
We had all noticed that we had to start every class we facilitated with what felt like days of soothing discontented learners (ok, maybe it was hours… just felt like days). Actually, it is a stretch to call them learners at this point. Many of them were mad, and with good reason. They did not understand why things were changing and why they were even in this class. It does not take a rocket scientist to know that, if you have a resistant audience, there is not going to be much learning going on. Anyway, we had been suggesting to our clients that they might want to consider communicating thoroughly about the change before they got the training scheduling notice. And that, maybe even some of the training was actually better delivered as a pre-communication and post communication. Someone finally took note and hired us to help them communicate the upcoming changes. Obsidian’s change communication practice was born.
Today
Today, we are still writing manuals, designing courses, and preparing communication support for our clients, but innovation is taking more of a center stage. Attention spans are shortening… allowable time away from the worksite is decreasing… the need for fast knowledge transfer is accelerating… and the next generation learner is now in the workforce. Finding ways of doing things efficiently and with maximum impact is no longer a nice–to–have, it is a must. (have soap box… will travel)
These days, we cannot wait to get our hands on an instructional design project. We are driving more and more of our counseling in learning toward a blended approach… pulling together instructor–led sessions that focus the time with the instructor on critical activities or points that require more interaction… sending the participants back to their site to perform discrete tasks that reinforce the learning. We have some pretty cool tools we are incorporating, too, as the need arises.
We've Grown Up…
You see, we have grown up responding to the needs of the working population in our client companies. We cut our teeth that way and it is in our DNA as a company. We make it a point to find out where they are and how best we can reach them from there, instead of giving them more of what they are used to ignoring in corporate training and communications. We speak their language and open doors for our clients into the heart of the organization… the people.
Because, at the end of the day, there is no sustainability without solid and consistent connection. And, at Obsidian, that is what we do best — create connections. Your people to course content… people to the company strategy… your organization to change… your people to you… you to your people. These are connections worth getting right.
