Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
This document outlines a 7-step approach to problem solving that includes defining the problem, building an issue tree, writing a storyline and ghost pack, developing a workplan, gathering and analyzing data, synthesizing findings, and building commitment. It provides tips for each step, such as ensuring problem statements are specific and actionable, breaking problems into component parts, using frameworks to guide analysis, and validating findings. The goal is to take a hypothesis-driven, iterative approach to problem solving through engagement with clients, stakeholders, and experts.
The Role of HR in Enterprise CollaborationJacob Morgan
This document discusses the new role of HR in collaboration. It argues that HR can become leaders in collaboration by integrating collaborative tools and strategies into key areas like onboarding, performance management, learning and development, and retention. When employees are engaged through collaboration, it can boost productivity by 20-25%, unlock over $600 billion in annual value, and make people happier by reducing stress. The document provides examples of how HR can adopt a more collaborative approach in various functions to better support employees.
This guide gives the big picture about how to implement a KM program in an organization. Take it as a checklist of what has to be taken into account in such implementation.
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
This document outlines a 7-step approach to problem solving that includes defining the problem, building an issue tree, writing a storyline and ghost pack, developing a workplan, gathering and analyzing data, synthesizing findings, and building commitment. It provides tips for each step, such as ensuring problem statements are specific and actionable, breaking problems into component parts, using frameworks to guide analysis, and validating findings. The goal is to take a hypothesis-driven, iterative approach to problem solving through engagement with clients, stakeholders, and experts.
The Role of HR in Enterprise CollaborationJacob Morgan
This document discusses the new role of HR in collaboration. It argues that HR can become leaders in collaboration by integrating collaborative tools and strategies into key areas like onboarding, performance management, learning and development, and retention. When employees are engaged through collaboration, it can boost productivity by 20-25%, unlock over $600 billion in annual value, and make people happier by reducing stress. The document provides examples of how HR can adopt a more collaborative approach in various functions to better support employees.
This guide gives the big picture about how to implement a KM program in an organization. Take it as a checklist of what has to be taken into account in such implementation.
Teams work effectively together to achieve agreed-upon goals. Effective teams have competent members committed to a clear goal, with success measured by achieving milestones. Teams benefit both members through improved skills, and organizations through greater results than individuals alone. Teams develop through forming, storming, norming, performing, and transforming stages. Ground rules and accountability ensure teams work productively together.
The document discusses key performance indicators (KPIs) and how they can be used to measure performance, drive behavior, and enable continuous improvement. It provides examples of KPIs at different levels of an organization and emphasizes that KPIs should be simple, measurable, and focused on outcomes for customers. The document encourages collaboration and communication around KPIs.
The document discusses Appreciative Inquiry, which is an approach to organizational change that focuses on an organization's strengths and potentials rather than its problems.
1) Appreciative Inquiry involves identifying what works best in an organization by encouraging employees to share positive stories and experiences.
2) This process helps envision how the organization can be improved by building on existing strengths and successes.
3) Action plans are then developed by engaging employees in designing how to achieve this improved future state through utilizing their strengths and building on past successes.
This document provides an overview of strategic thinking. It discusses the evolution of strategic management from the CEO era to the current emphasis on strategic thinking. The key elements of strategic thinking are described as having a system perspective, being intent focused, thinking in time, and being hypothesis driven. Strategic thinking can occur at both the individual and organizational levels. The strategic thinking process involves asking questions, clarifying issues, considering alternatives, reframing perspectives, and simplifying concepts.
The document discusses change management and how to effectively manage change within an organization. It covers common reactions to change like resistance and doubt. It also discusses the importance of leadership involvement, communication, and training to help transition people through change. Key aspects of change management include defining the current and future states, identifying stakeholders, creating a vision and roadmap, addressing resistance, and monitoring progress.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
Exponential growth of technologies is fueling unprecedented innovation and transforming how work gets done, who does it and even what work looks like! As technology evolves, skills will become increasingly obsolete, making it critical that Learning leaders prepare their organizations for today, tomorrow, and beyond by reimagining traditional learning frameworks and equipping their workers with the new skills and capabilities to succeed in this digitized workplace ecosystem. To keep up with the rapidly evolving digital landscape, the skills and capabilities of the “Professional of the Future” must be accurately forecasted, intentionally developed and continuously refined. Learning needs to be dynamic, agile and embedded in the flow of work, enabling the professionals of the future to embrace the art of the possible. This session focuses on the technical skillsets and innately human capabilities core to the professional of the future and how reskilling can provide employees the opportunity to take on meaningful, enriching work in support of an organization’s mission and vision.
Learning Objectives:
Participants will understand the new realities of the digital world and how this digital transformation will impact the work to be done, who and how the work will be performed and where it will be done.
Participants will understand how to enable the workforce to deliver value in the new digital world by developing and nurturing human capabilities and technical skills.
Participants will understand the tactical solutions able to be used for continuous learning or reskilling on technical and human capabilities.
Teamwork involves people working together towards a common goal. It allows ordinary people to achieve extraordinary results when members create an environment where everyone can exceed their limitations. For an organization to be profitable, all members need to work together towards that shared purpose. Effective team building involves forming a group, learning to work through conflicts, developing shared norms, and ultimately high performance through cooperation, trust and good communication. Leading a team requires setting clear expectations, fostering commitment, and facilitating collaboration and creative problem solving. The benefits of teamwork include quicker solutions, improved productivity, shared workload, diverse ideas, better decision making and motivation.
Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
One of the key tenets of agility is that we are always learning. But how does that fit in if we're always working too? How do we bake in continuous learning without breaking the bank?
Too often learning is treated as a nice to have or even a luxury.
And when we do get to attend training, it usually happens in isolation, making it difficult to apply. The words 'I've learnt that you're doing it wrong' seldom go down well with our teams!
This session looks at a practice based approach to incorporating expert-led knowledge and team expertise in continuous learning into your normal routine.
The document discusses stress, its causes, and management. It defines stress as the reaction people have to excessive pressures or demands. Stress arises when people worry they cannot cope. Job stress comes from demands not matching employee abilities. Common job stressors include conflicts, transfers, poor communication and lack of support. Stressed employees are less healthy, motivated, productive and safe. Stress management includes finding support, maintaining a positive attitude, time management, relaxation techniques, and workplace wellness programs which help employees handle pressure better and stay healthier. Stress management is important for health, happiness and productivity.
Why should we transform HR?
Because we work with people, with adults, not with numbers - resources - capital share.
Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines.
Because we know that happier people are working better, faster, with more creativity for better results.
Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves.
Because HR people are also entitled to be happy at work and to spread happiness around them.
Let's transform HR onto #HappyHR
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
The document discusses collaboration as both a process and outcome focused on people working together to create solutions. Effective collaboration requires clear vision, commitment over time, and recognizing that outcomes are driven by empowering people. New technologies are enabling transformational collaborative environments beyond cooperation as collaborative networks of people drive societies and economies.
The document discusses managing change and transition in organizations. It provides an overview of reasons for change, both external and internal, and covers several classic change management models including Lewin's three-stage model of change and Kotter's 8-step process. The document emphasizes that managing people is crucial for successful change implementation and that creativity and innovation are key drivers of organizational success and change.
The document discusses forces disrupting organizations today including demographic shifts, the ubiquity of digital technology, an accelerated rate of change, and evolving expectations of younger workers. It notes that 90% of organizations anticipate significant disruption from digital trends. Several statistics are presented about the overwhelmed modern employee including long work hours, constant connectivity via mobile devices, and the difficulty achieving work-life balance. The document advocates for organizational design centered around networks of teams rather than hierarchies and highlights trends in the importance of various human capital priorities to businesses.
Chapter 4 leading change and innovationMohsin Akhtar
Leading change and innovation
1.roles and attitudes
2. technology
3. strategy
4. economic or people
change process
stages in change process
stages in reaction to change
prior experience and resistance to change
reasons for accepting or rejecting change
This document summarizes a workshop on creative and innovative thinking skills. It discusses what creativity and innovation are, types of innovation including product, process, business model, and service innovation. It covers conceptual blocks to creativity like constancy, compression, and complacency. The three components of creativity are discussed as expertise, motivation, and creative thinking skills. Tools for defining problems like the Kipling method and creating new ideas like brainstorming and attribute listing are presented. Finally, the document discusses creating a creative climate in the workplace with elements like risk-taking, access to knowledge, rewarding innovators, and openness to new ideas.
The document discusses various tools and techniques for managing creative thinking skills and overcoming conceptual blocks to creativity. It describes attribute listing, brainstorming, visioning, the Kipling method, problem statements, and challenge methods as tools for defining problems, creating new ideas, and developing a creative climate. It also discusses types of conceptual blocks like constancy, compression, and complacency that can limit creative thinking.
Teams work effectively together to achieve agreed-upon goals. Effective teams have competent members committed to a clear goal, with success measured by achieving milestones. Teams benefit both members through improved skills, and organizations through greater results than individuals alone. Teams develop through forming, storming, norming, performing, and transforming stages. Ground rules and accountability ensure teams work productively together.
The document discusses key performance indicators (KPIs) and how they can be used to measure performance, drive behavior, and enable continuous improvement. It provides examples of KPIs at different levels of an organization and emphasizes that KPIs should be simple, measurable, and focused on outcomes for customers. The document encourages collaboration and communication around KPIs.
The document discusses Appreciative Inquiry, which is an approach to organizational change that focuses on an organization's strengths and potentials rather than its problems.
1) Appreciative Inquiry involves identifying what works best in an organization by encouraging employees to share positive stories and experiences.
2) This process helps envision how the organization can be improved by building on existing strengths and successes.
3) Action plans are then developed by engaging employees in designing how to achieve this improved future state through utilizing their strengths and building on past successes.
This document provides an overview of strategic thinking. It discusses the evolution of strategic management from the CEO era to the current emphasis on strategic thinking. The key elements of strategic thinking are described as having a system perspective, being intent focused, thinking in time, and being hypothesis driven. Strategic thinking can occur at both the individual and organizational levels. The strategic thinking process involves asking questions, clarifying issues, considering alternatives, reframing perspectives, and simplifying concepts.
The document discusses change management and how to effectively manage change within an organization. It covers common reactions to change like resistance and doubt. It also discusses the importance of leadership involvement, communication, and training to help transition people through change. Key aspects of change management include defining the current and future states, identifying stakeholders, creating a vision and roadmap, addressing resistance, and monitoring progress.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
Exponential growth of technologies is fueling unprecedented innovation and transforming how work gets done, who does it and even what work looks like! As technology evolves, skills will become increasingly obsolete, making it critical that Learning leaders prepare their organizations for today, tomorrow, and beyond by reimagining traditional learning frameworks and equipping their workers with the new skills and capabilities to succeed in this digitized workplace ecosystem. To keep up with the rapidly evolving digital landscape, the skills and capabilities of the “Professional of the Future” must be accurately forecasted, intentionally developed and continuously refined. Learning needs to be dynamic, agile and embedded in the flow of work, enabling the professionals of the future to embrace the art of the possible. This session focuses on the technical skillsets and innately human capabilities core to the professional of the future and how reskilling can provide employees the opportunity to take on meaningful, enriching work in support of an organization’s mission and vision.
Learning Objectives:
Participants will understand the new realities of the digital world and how this digital transformation will impact the work to be done, who and how the work will be performed and where it will be done.
Participants will understand how to enable the workforce to deliver value in the new digital world by developing and nurturing human capabilities and technical skills.
Participants will understand the tactical solutions able to be used for continuous learning or reskilling on technical and human capabilities.
Teamwork involves people working together towards a common goal. It allows ordinary people to achieve extraordinary results when members create an environment where everyone can exceed their limitations. For an organization to be profitable, all members need to work together towards that shared purpose. Effective team building involves forming a group, learning to work through conflicts, developing shared norms, and ultimately high performance through cooperation, trust and good communication. Leading a team requires setting clear expectations, fostering commitment, and facilitating collaboration and creative problem solving. The benefits of teamwork include quicker solutions, improved productivity, shared workload, diverse ideas, better decision making and motivation.
Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
One of the key tenets of agility is that we are always learning. But how does that fit in if we're always working too? How do we bake in continuous learning without breaking the bank?
Too often learning is treated as a nice to have or even a luxury.
And when we do get to attend training, it usually happens in isolation, making it difficult to apply. The words 'I've learnt that you're doing it wrong' seldom go down well with our teams!
This session looks at a practice based approach to incorporating expert-led knowledge and team expertise in continuous learning into your normal routine.
The document discusses stress, its causes, and management. It defines stress as the reaction people have to excessive pressures or demands. Stress arises when people worry they cannot cope. Job stress comes from demands not matching employee abilities. Common job stressors include conflicts, transfers, poor communication and lack of support. Stressed employees are less healthy, motivated, productive and safe. Stress management includes finding support, maintaining a positive attitude, time management, relaxation techniques, and workplace wellness programs which help employees handle pressure better and stay healthier. Stress management is important for health, happiness and productivity.
Why should we transform HR?
Because we work with people, with adults, not with numbers - resources - capital share.
Because we are living in 2012, no more in 1980. Technology, flexible work environment and communication tools (2.0) can help HR to burn their Rube Goldberg machines.
Because we know that happier people are working better, faster, with more creativity for better results.
Because HR people exist to be helpful to people, teams and organisation; they don't exist for themselves.
Because HR people are also entitled to be happy at work and to spread happiness around them.
Let's transform HR onto #HappyHR
Why can’t people just get with the program? They question, they challenge, they complain… and it’s all perfectly predictable and normal.
Transition is the emotional process people go through when adapting to a change in their world. It doesn’t matter if the change is positive, like having a new baby or getting promoted. People still have to let go of some parts of their life (perhaps the luxury of sleeping late!) and learn new things (how to change a diaper while half asleep).
The process is predictable, according to the work seminal done by organizational thinker and consultant William Bridges. Leaders who understand what people typically experience during change can put measures into place to help accelerate the transition process.
Download Transition – The Human Side of Change infographic at http://partneringresources.com/new-infographic-transition-the-human-side-of-change/.
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
The document discusses collaboration as both a process and outcome focused on people working together to create solutions. Effective collaboration requires clear vision, commitment over time, and recognizing that outcomes are driven by empowering people. New technologies are enabling transformational collaborative environments beyond cooperation as collaborative networks of people drive societies and economies.
The document discusses managing change and transition in organizations. It provides an overview of reasons for change, both external and internal, and covers several classic change management models including Lewin's three-stage model of change and Kotter's 8-step process. The document emphasizes that managing people is crucial for successful change implementation and that creativity and innovation are key drivers of organizational success and change.
The document discusses forces disrupting organizations today including demographic shifts, the ubiquity of digital technology, an accelerated rate of change, and evolving expectations of younger workers. It notes that 90% of organizations anticipate significant disruption from digital trends. Several statistics are presented about the overwhelmed modern employee including long work hours, constant connectivity via mobile devices, and the difficulty achieving work-life balance. The document advocates for organizational design centered around networks of teams rather than hierarchies and highlights trends in the importance of various human capital priorities to businesses.
Chapter 4 leading change and innovationMohsin Akhtar
Leading change and innovation
1.roles and attitudes
2. technology
3. strategy
4. economic or people
change process
stages in change process
stages in reaction to change
prior experience and resistance to change
reasons for accepting or rejecting change
This document summarizes a workshop on creative and innovative thinking skills. It discusses what creativity and innovation are, types of innovation including product, process, business model, and service innovation. It covers conceptual blocks to creativity like constancy, compression, and complacency. The three components of creativity are discussed as expertise, motivation, and creative thinking skills. Tools for defining problems like the Kipling method and creating new ideas like brainstorming and attribute listing are presented. Finally, the document discusses creating a creative climate in the workplace with elements like risk-taking, access to knowledge, rewarding innovators, and openness to new ideas.
The document discusses various tools and techniques for managing creative thinking skills and overcoming conceptual blocks to creativity. It describes attribute listing, brainstorming, visioning, the Kipling method, problem statements, and challenge methods as tools for defining problems, creating new ideas, and developing a creative climate. It also discusses types of conceptual blocks like constancy, compression, and complacency that can limit creative thinking.
The document discusses various tools and techniques for managing creative thinking skills and overcoming conceptual blocks to creativity. It describes attribute listing, brainstorming, visioning, the Kipling method, problem statements, and challenge methods as tools for defining problems, creating new ideas, and developing a creative climate. It also discusses types of conceptual blocks like constancy, compression, and complacency that can limit creative thinking.
This document discusses tools and techniques for managing creativity and innovation. It covers:
1) Conceptual blocks that can stifle creativity like rigid thinking patterns and complacency.
2) Three components of creativity: expertise, motivation, and creative thinking skills.
3) Paradoxical traits of creative groups like beginner's mind and experience.
4) Tools for defining problems creatively like the Kipling Method and challenging assumptions.
Creative And Innovative Thinking Skillskkjjkevin03
This document discusses tools and techniques for developing creative and innovative thinking skills. It covers defining problems, types of innovation, conceptual blocks to creativity, the three components of creativity, characteristics of creative groups, and tools for defining problems and creating new ideas such as attribute listing and brainstorming. The goal is to provide a framework for developing skills that can be applied to daily problem solving.
Creative Thinking (Convergent and Divergent thinking)Prinson Rodrigues
This document discusses different aspects of creativity and creative thinking. It defines creativity as turning imaginative ideas into reality through two processes: thinking of ideas and then producing or acting on those ideas. It describes divergent thinking as generating many possible solutions in a spontaneous way, while convergent thinking gives a single correct answer. Methods for generating ideas like brainstorming and using random pictures as prompts are explained. The document also outlines the six phases of the ICEDIP model for creative thinking: inspiration, clarification, evaluation, distillation, incubation, and perspiration.
A Primer For Design Thinking For Businesssean carney
Design thinking is a human-centered problem-solving methodology that involves 6 key stages: empathy, define the problem, ideate, prototype, test, and iterate. It is focused on understanding user needs through observation and collaboration. The goal is to generate innovative solutions to problems by going through these stages in an iterative process, with an emphasis on prototyping ideas and gathering user feedback.
1. The document discusses Emma Jane Hogbin Westby's background growing up in a family of craftspeople and woodworkers, and how this influenced her interest in effective communication and feedback.
2. It then covers Westby's training in the 4D-i framework for understanding personal preferences and modes of thinking related to decision making, understanding, and creativity.
3. The document provides examples of how understanding individual preferences can help teams work more effectively together by structuring meetings and discussions around shared outcomes rather than agendas.
This document discusses creativity and provides techniques to improve creative thinking. It defines creativity as the generation of new ideas that are useful. Creativity is important for organizations to maintain a competitive edge. The document then shares several proven creativity techniques including brainstorming, mind mapping, analogies/metaphors, and De Bono's 6 Thinking Hats. The objective is to provide skills and knowledge to help people become more creative in their roles.
Rich Dad, Poor Dad Introduction
Critical thinking is a valuable skill that will help you to analyse, evaluate, and understand information and ideas more effectively.
Nowadays normally people Especially Students are not able to think out of the box, think smarter not harder they need to work on the art of Critical thinking.
It’s not just about thinking harder but thinking smarter. Here, we’ll explore the art of critical thinking in a straightforward way.
Coaches C.L.A.S.S. Creative Problem Solving Training Course OverviewCoachesClass
Coaches C.L.A.S.S. Creative Problem Solving Training Course Overview.
For Soft Skills course ware available by subscription only.
Email coaches.class2@outlook.com for subscription inquiries.
This document provides resources and instructions to help applicants develop business ideas and pitches for solving "wicked problems" as part of an entrepreneurship scholarship competition. It outlines the competition rules, introduces design thinking techniques to generate and refine ideas, and provides templates and examples for creating a 3-slide, 3-minute pitch presentation. The goal is for applicants to understand the problem, brainstorm solutions, develop a business concept, and effectively present their idea.
This document outlines a creative problem solving workshop. It discusses defining creative problem solving, common mental blocks to creativity, ways to be more creative, and the creative problem solving process. The process involves stating the problem, gathering facts, restating the problem, identifying alternative solutions, evaluating alternatives, implementing a decision, and evaluating results. Specific creative problem solving tools covered include brainstorming, mind mapping, and multivoting. The overall purpose is to develop awareness and skills for creatively solving problems.
Stephanie Cooper - Genuine Curiosity - Conversations for ChangeAgileNZ Conference
People often ask for the golden phrase, the silver bullet they can use to convince their teams, managers or executives to ‘go Agile’. While it would certainly help to talk about outcomes and benefits over practices and methods, it can sometimes be your own mindset that is holding back your ability to influence change.
In this session, Steph looks at mindsets (the values and assumptions you make) and explore how a lack of genuine curiosity can provoke defensive behaviours in others and stop organisations from resolving the issues that really matter, but are challenging to address.
She’ll use the setting of a small conversation to explore and better understand these ideas. While organisational change is big, the momentum for change can often be won or lost in small conversations. Becoming better in small conversations will help you grow your role in influencing organisational change. When you approach conversations with genuine curiosity about the other person’s point of view, you will not only have a more productive conversation, but build the trust needed for the work ahead.
These ideas and techniques are popular as they are accessible and relatively easy to adopt.
This document outlines a process for applying creativity to entrepreneurship. [1] It discusses generating ideas through techniques like brainstorming and exploring different contexts to find opportunities. [2] Participants work in groups to divergently generate ideas for new markets for a product or service and then convergently evaluate the most promising ideas. [3] The goal is for participants to practice creative thinking skills and potentially develop real business opportunities through collaboratively exploring problems from different perspectives.
This document provides information on problem solving skills and the problem solving process. It discusses why problem solving skills are important, defines what a problem is, and outlines the main steps in the problem solving process as: defining the problem, generating alternatives, choosing the best alternative, and getting feedback. It then goes on to provide more details on various tools that can be used at each step, such as the 5 Whys technique for problem definition and decision matrices for choosing a solution. The document also discusses decision making skills and factors that can influence decision making.
The document discusses creativity and how it is more than just arts and invention, exploring concepts like divergent thinking, brainstorming, and Carl Rogers' view that creativity requires a visible product. It also analyzes why creativity tends to decline with age as we prioritize competencies for dealing with reality, and proposes approaches like brainstorming and embracing childlike thinking to help revive creativity.
This document discusses creativity problem solving. [1] Problem solving involves applying logic and skills to find solutions based on existing knowledge, while creativity problem solving approaches problems in imaginative ways. [2] Creative problem solving techniques include brainstorming, lateral thinking, and reframing the problem. [3] The Creative Problem Solving (CPS) process developed by Osborn and Parnes uses divergent and convergent thinking across six steps to generate novel solutions, starting with exploring the challenge and ending with preparing for action.
Thinking is the most important element in successful and peaceful life. This PPT is about Thinking: Definition, Types, Characteristics and methods of developing it.
Similar to Becoming Effective Problem Solvers (20)
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
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Becoming Effective Problem Solvers
1. Becoming Effective Problem Solvers:
Separating Ideation from Evaluation
Teresa Lawrence, PhD, PMP, CSM
International Deliverables, LLC
teresa@internationaldeliverables.com
(716) 536.4848
NYS WBE
2. Agenda
• Introductions
• A little schooling on Creative Problem Solving (CPS)
• Share strategies to frame challenges as opportunities
• Introduce the seven steps of Creative Problem Solving (CPS)
• Learn and use a few thinking tools
• Evaluate the Session
Tell a little, teach a little, talk a little, try a little.
3. Select a card that represents problem solving to you.
Share your card and thinking.
One person, random three tables.
5. Creative Problem Solvers
Tolerance for Ambiguity
Tolerance for Complexity
Openness to Novelty
Being able to entertain ideas that at first seem outlandish and risky.
Being able to deal with uncertainty and to avoid leaping to conclusions.
Being to stay open and persevere without being overwhelmed by large
amounts of information, interrelated and complex issues, and
competing issues.
6. Creative Problem Solving
Creative specifies elements of newness, innovation, and
novelty.
Problem refers to any situation that presents a challenge,
represents a troubling concern or offers an opportunity.
Solving means devising ways to answer, meet, or satisfy a
situation by changing self or the situation.
specifies elements of newness, innovation, and
novelty.
Problem refers to any situation that presents a challenge,
represents a troubling concern or offers an opportunity.
Solving means devising ways to answer, meet, or satisfy a
situation by changing self or the situation.
refers to any situation that presents a challenge,
represents a troubling concern or offers an opportunity.
means devising ways to answer, meet, or satisfy a
situation by changing self or the situation.
7. Creativity and Problem Solving
Leaders are faced with the task of finding solutions to difficult,
complex, ambiguous, unexpected and perhaps even, repeat
problems.
The challenge: How to problem solve and how to decide what
tools to use?
Using thinking tools from the Creative Problem Solving process
(CPS), anyone can become deliberately creative and arrive at
novel and useful solutions…on demand!
8. For the Creative Process to be Effective
• Divergent thinking: Generating varied and original ideas and options,
exploring possibilities, free wheeling, imagination
Divergent
Thinking
Convergent
Thinking
Dynamic Balance
• Convergent thinking: Developing and evaluating most promising options,
focusing, making decisions
11. Ground Rules for Divergent Thinking
• Defer Judgement…All evaluation is ruled out.
• Strive for Quantity…More ideas increases the likelihood of
generating/developing useful ideas – think idea quota.
• Build on other ideas…How can ideas be extended or
combined?
• Seek novelty…It is easier to tame a wild idea.
13. A Story about Quantity
So, how many pictures did you take?”
“About three.”
“About three?”
“Yes about 3,000.”
“I show the bride and groom about 900.
They pick about 50.”
That’s less than 2% of all the pictures taken.
Think about ideas as wedding photos.
14. The ⅓; ⅓; ⅓ Principle
• First ⅓...Obvious and incremental
• Second ⅓...Ridiculous and sometimes brilliant
• Third ⅓…Game Changers and Disrupters
15. The Thing about Ideas
Ideas ≠ actions
Ideas ≠ decisions
Ideas ≠ conclusions
Ideas ≠ feelings
23. The Modobag: 150W electric motor; Top speed 8 mph; Rechargeable battery; Six
mile range; GPRS-GSM real-time locator; USB Port to Charge your mobile devices
25. Forced Connections
The goal is to force a connection between two unrelated
things, the prop and the problem, to stimulate creativity
and generate more ideas.
These new results are often more novel and unusual ideas.
26. Cognitive Fluidity
“Let’s get one thing clear right now, shall we? There is no Idea
Dump, no Story Central, no Island of the Buried Bestsellers;
good story ideas seem to come quite literally from nowhere…two
previously unrelated ideas come together and make something
new under the sun.”
- Stephen King
27.
28. Warm Ups
To briefly train you in the tool we will be using
To “sanction” the time for speculation
To create a judgment free zone
30. Stand up and Stick’em up Brainstorming
• Write your idea on a Post-it
• Say your idea out loud so that others in the group can hear it
• Stick your Post-it on the chart paper
• Phrase your idea like an idea, not a description
• One idea per post-it
31. Stand up and Stick’em up Brainstorming
Write it
Say it
Stick it
32. Defer Judgment
Strive for Quantity (40 ideas in 4 minutes)
Seek Wild and Unusual Ideas
Combine and Build on Other Ideas
33. What might be all the ideas you can possibly imagine
for the perfect bathtub?
45. Diverging to Clarify
Divergent thinking tools can also be used to help
clarify or formulate the challenge in order to
decide what problem the team will solve.
The language we use to describe a problem will
determine how we will go about solving it.
46. Statement Starters - AKA Challenge Statements
• We don’t have enough time.
• It’s too expensive.
• We are too broad in our focus.
• How to secure time?
• How might we reduce cost?
• How to gain clarity?
47. The first three statements block your thinking.
The three questions open your mind to the possibility of
solving the problem. They provoke you to think about ideas
that could solve the problem.
48. Statement Starters - AKA Challenge Statements
• More general and global
• Consider the challenge from various vantage points
• A definition of the problem stated like a question
• An alternative view as to what the problem is
• An insight in to what the “real” problem might be
• A sub-problem of the main goal
• A piece of the overall issue
• Do not have to be perfect
• Not a solution…Not trying to solve the problem yet
49. Statement Starters - AKA Challenge Statements
• How to…(H2...)
• How might...(HM…)
• In what ways might…(IWWM…)
• What might be all the…(WMBAT...)
50. Formatting Challenge Statements
I don’t have the money for a TV!
• Statement starter (What might be all the ways)
• Owner (I)
• Verb (obtain)
• Object (cash for a TV)
What might be all the ways…I…obtain…cash for a TV?
55. Divergent thinking for ideating or clarifying:
Generating varied and original ideas and options,
exploring possibilities, perspectives, free wheeling,
imagination
57. Guidelines for Convergent Thinking
Apply affirmative judgement…Carefully consider
the strengths of an idea.
Be open to novelty…Entertain highly original
options that you might otherwise eliminate.
Be deliberate…Consider what is realistic, useful
or that can be improved upon.
Stay on course…Keep the original goal in mind.
61. To Recap
Traits of creative problem solvers
Divergent thinking – ideate and clarify
Brainstorming
Forced Connections
Challenge statements
Convergent thinking
Guidelines for each
67. Assessing the Situation
Purpose: Describe and identify relevant data and to determine next process step.
Cognitive Thinking Skill: Diagnostic Thinking
Making careful examination of a situation, describing the nature of the
problem and making decisions about appropriate process steps to be taken.
Affective Skill: Mindfulness
Attending to thoughts, feelings and sensations relative to the present situation.
objective
Understanding
68. Leaders Need to be Skilled in Assessing the Situation
• Leaders influence
• Leaders monitor and make adjustments
• Leaders sort through conflicting data
• Leaders are decision makers
• Leaders seek (positive) risks
• Leaders assess and take action
70. Clarification: Exploring the Vision
Purpose: Develop a vision of a desired outcome.
Cognitive Thinking Skill: Visionary Thinking
Articulating a vivid image of what you desire to create.
Affective Skill: Dreaming
Imagining as possible your desires and hopes.
Desired State
objective
It be great if . . . ?
71. Leaders Need to be Skilled in Exploring the Vision
• Leaders identify future opportunities
• Leaders help others work toward meaningful goals
• Leaders proactively initiate change/analysis
• Leaders provide direction
• Leaders discern which activities/tools yield insights
73. Clarification: Formulating Challenges
Purpose: Identify the gaps that must be closed to achieve desired outcome.
Cognitive Thinking Skill: Strategic Thinking
Identifying the critical issues that must be addressed and pathways needed
to move toward desired future.
Affective Skill: Sensing Gaps
Become consciously aware of discrepancies between what currently exists and
is desired or required.
Well Defined Problem
objective
How to . . .? In what ways might we . . .? What are all the ways to . . .?
74. Leaders Need to be Skilled in Formulating Challenges
• Leaders preform alternative analysis
• Leaders go for root cause
• Leaders avoid rushing to decisions
• Leaders understand business need
• Leaders test assumptions before moving forward
• Leaders provide greater clarity to challenges
76. Transformation: Exploring Ideas
Purpose: Generate novel ideas that address important challenges.
Cognitive Thinking Skill: Ideational Thinking
Producing original mental images, thoughts and ideas that respond to
important challenges.
Affective Skill: Playfulness
Freely toying with ideas.
Many and Varied Ideas
objective
77. Leaders Need to be Skilled in Exploring Ideas
• Leaders invest in teams to feel more energized
• Leaders strive to find breakthrough solutions
• Leaders require original thinking to old problems
• Leaders face “what-if” scenarios
• Leaders facilitate meetings
• Leaders create environments where ideas are welcomed
79. Brainwriting - Write 3 and GO!
Divergent thinking tool that gives team
members a time to reflect on ideas and
deliberately build on other thoughts.
Tool to help deal with teams in which shy,
quiet members are being overshadowed
by more vocal ones.
Generates more ideas because everyone
is working simultaneously.
Think ⅓ principle.
80. Diverge - Brainwriting
Read the challenge statement
Write three ideas
Get a new sheet
Read the challenge statement
Read the ideas
Add/build on ideas
Get a new sheet
Repeat
82. Converge - Highlighting: Hits, Cluster, Restate
Highlighting lets you narrow from
many to a few good options.
Hits lets you choose ideas that are
especially interesting, promising,
compelling, intriguing, innovative
or on-target.
Clustering organizes your hits into
groups, categories or themes.
Restating captures the essence of
the cluster.
83. 2.Cluster the related “hits” together
3. Restate the cluster as a challenge starting with
H2…? IWWMI…? WMBAT…? WISMDI…?
1. Mark the “Hits”
- Interesting
- New insight
- Workable
- Solves the problem
- Promising direction
- Feels good in your gut
Highlighting
86. Let’s Practice the Tools
• Locate Brainwriting
sheets on your tables
• Let’s go for 40 more
ideas per group
What might be all the ideas you can possibly imagine
for the perfect bathtub?
87. Let’s Practice the Tools
• Stick Brainwriting sheets to the wall next to your
Brainstormed ideas
• Hit the ideas that resonate with you
• Remove the hits and cluster them on chart paper
• Restate the main idea as a challenge statement (H2, HM,
IWW, WMBAT)
• Tell us what you got!
88. Transformation: Formulating Solutions
Purpose: Move from ideas to solutions.
Cognitive Thinking Skill: Evaluative Thinking
Assessing the reasonableness and quality of ideas in order to develop
workable solutions.
Affective Skill: Avoiding Premature Closure
Resisting the urge to push for a decision.
A Well Refined Solution
objective
89. Leaders Need to be Skilled in Formulating Solutions
• Leaders clear obstacles for teams
• Leaders deliberately assess positive and negative risks and
their potential
• Leaders turn ideas into viable solutions
• Leaders negotiate
• Leaders develop solutions so they are less strange to others
90. Transformation: Formulating Solutions
Evaluative Thinking/Avoiding Premature Closure
Diverge AND Converge: POINt
Praise First is a four step technique
for evaluating and improving and
idea. Rooted in affirmative
judgment, praise first lets you
express both positive and negative
responses to an idea without
crushing its potential OR originator!
91. (POINt): Plusses, Opportunities, Issues, New thinking
1. Plusses: Find value in the idea - express what you like
about it.
2. Opportunities: What opportunities might be possible if
the idea was developed?
3. Issues: Present issues as challenges statements to
invite new thinking.
4. New Thinking: Brainstorm ways to overcome stated
challenges.
93. Implementation: Exploring Acceptance
Purpose: Increase the likelihood of success and buy-in.
Cognitive Thinking Skill: Contextual Thinking
Understanding the interrelated conditions and circumstances that will
support or hinder success.
Affective Skill: Sensitivity to Environment
The degree to which people are aware of their physical and psychological
surroundings.
Solution Commitment
objective
94. Leaders Need to be Skilled in Exploring Acceptance
• Leaders develop acceptance criteria
• Leaders intercept being blindsided
• Leaders speak to multicultural/multinational audiences
• Leaders ensure alignment of need with strategic goals
• Leaders build teams
96. Implementation: Formulating a Plan
Purpose: To develop and implementation plan.
Cognitive Thinking Skill: Tactical Thinking
Devising a plan that includes specific and measureable steps for attaining a
desired end and methods for monitoring effectiveness.
Affective Skill: Tolerance for Risks
Not allowing yourself to be shaken or unnerved by the possibility of failure
or setback.
Solution Commitment
objective
97. Leaders Need to be Skilled in Formulating a Plan
• Leaders assess tolerance levels for risk
• Leaders invest in planning
• Leaders create deliberate plans and timelines
• Leaders understand how activities sequence and interact
• Leaders tackle detailed, multilayered processes
• Leaders build a “we can do this” atmosphere
98. Implementation: Formulating a Plan
Tactical Thinking/Tolerance for Risk
Diverge: How/How Diagram Converge: Sequencing
99. What is going to be done? Who will do it? By When? Report/Support?
Short Term Actions:
(30 days)
Intermediate Actions:
(60 days)
Long Term Actions:
(6 months and
ongoing)
102. It is considered improper to diverge and converge at the same time.
Final Tip – Creativity Etiquette
103. Agenda
• Introductions
• A little schooling on Creative Problem Solving (CPS)
• Share strategies to frame challenges as opportunities
• Introduce the seven steps of Creative Problem Solving (CPS)
• Learn and use a few thinking tools
• Evaluate the Session