The document discusses measuring the impact of an organizational development program at a consulting firm. It outlines the discovery process used, including document review, interviews, an international program review, and workshops. Data was collected using a narrative capture method based on Kirkpatrick and Brinkerhoff frameworks to evaluate how well the training programs helped staff develop the necessary skills and achieved the organization's goals.
This is a plain english overview of the Sensemaker software developed by Cognitive Edge, put together by Emerging Options Pty Ltd (http://www.emergingoptions.com.au). It is a leading edge product allowing organisations to make sense of their world in order to make decisions in a time of rapid and constant change. It makes the invisible voice visible.
We documented and illustrated the use of a data collection and analysis suite, SenseMaker, that was designed to collect and work with narrative fragments. The approach presented adds a new and inherently mixed tool to the mixed methods toolbox. Despite its novelty and potential utility, little has been written in the academic literature on the application of SenseMaker to complex problems. To the best of our knowledge, the approach has not been used in relation to climate change or climate change adaptation and has not been presented in the mixed methods literature. We sought to contribute to filling this gap through describing the approach used to generate the data that underpin the articles in this special feature. Our purpose was to illustrate some of the potential and most notable challenges of using the SenseMaker data collection and analysis process in a complex domain through examining adaptation to climate change. Our overview was not exhaustive but rather sought to highlight capabilities and challenges through examining experiences of adaptation from a stages of change perspective. SenseMaker provides a remarkably powerful tool for the capture of micronarratives of complex phenomena such as climate change. The capacity to have respondents interpret, i.e., make sense of, their own narratives is an important innovation that provides one plausible solution to the problem of analysts coding narratives.
Notes on reader introducing systems approaches prt 5 ssmJames Cracknell
Part 5 - Soft Systems Methodology (SSM). What it is, how we use it and why we need it. The quality of management thinking is generally poor, decisions made on the hoof, under pressure and without thought for real ramifications. SSM is a human centered, action orientated tool that, unlike many pieces of analysis brings with it the essential element of worldviews, bias and a way of seeing the situation.
Notes on reader introducing systems approaches prt 6 cshJames Cracknell
The final part of Notes on Systems Approaches to Managing Change: A Practical Guide. Edited by Martin Reynolds and Sue Holwell. This section cover Critical Systems Heuristics - it is part of OU Module TU811 and is a part of a Master in Systems Thinking
This is a plain english overview of the Sensemaker software developed by Cognitive Edge, put together by Emerging Options Pty Ltd (http://www.emergingoptions.com.au). It is a leading edge product allowing organisations to make sense of their world in order to make decisions in a time of rapid and constant change. It makes the invisible voice visible.
We documented and illustrated the use of a data collection and analysis suite, SenseMaker, that was designed to collect and work with narrative fragments. The approach presented adds a new and inherently mixed tool to the mixed methods toolbox. Despite its novelty and potential utility, little has been written in the academic literature on the application of SenseMaker to complex problems. To the best of our knowledge, the approach has not been used in relation to climate change or climate change adaptation and has not been presented in the mixed methods literature. We sought to contribute to filling this gap through describing the approach used to generate the data that underpin the articles in this special feature. Our purpose was to illustrate some of the potential and most notable challenges of using the SenseMaker data collection and analysis process in a complex domain through examining adaptation to climate change. Our overview was not exhaustive but rather sought to highlight capabilities and challenges through examining experiences of adaptation from a stages of change perspective. SenseMaker provides a remarkably powerful tool for the capture of micronarratives of complex phenomena such as climate change. The capacity to have respondents interpret, i.e., make sense of, their own narratives is an important innovation that provides one plausible solution to the problem of analysts coding narratives.
Notes on reader introducing systems approaches prt 5 ssmJames Cracknell
Part 5 - Soft Systems Methodology (SSM). What it is, how we use it and why we need it. The quality of management thinking is generally poor, decisions made on the hoof, under pressure and without thought for real ramifications. SSM is a human centered, action orientated tool that, unlike many pieces of analysis brings with it the essential element of worldviews, bias and a way of seeing the situation.
Notes on reader introducing systems approaches prt 6 cshJames Cracknell
The final part of Notes on Systems Approaches to Managing Change: A Practical Guide. Edited by Martin Reynolds and Sue Holwell. This section cover Critical Systems Heuristics - it is part of OU Module TU811 and is a part of a Master in Systems Thinking
There is no universal way to coordinate Agile teams in large development projects because they have unique problems. This implies that the best way to coordinate the teams is to ask them how they want to be managed given a set of enabling constraints. This requires particular communication and negotiation skills in the leadership team, which are conveyed in this talk. The skills are described as a set of conventions, founded on the argument that every organization is a complex adaptive system and should therefore be analyzed as a whole and from multiple system perspectives. So, this talk will show that by treating software development as a complex endeavor, rather than a linear, will help managers to master large Agile projects.
Protect the rights of the client when delivering services
Use effective problem solving techniques when exposed to competing value systems
Ensure services are available to all clients regardless of personal values, beliefs, attitudes and culture
Recognise potential ethical issues and ethical dilemmas in the workplace and discuss with an appropriate person
Recognise unethical conduct and report to an appropriate person
Work within boundaries and constraints applicable to work role
Demonstrate effective application of guidelines and legal requirements relating to disclosure and confidentiality
Demonstrate awareness of own personal values and attitudes and take into account to ensure non-judgmental practice
Recognise, avoid and/or address any conflict of interest
Summary
Additional resources
This presentation was used as part of the collaborative work environment designed for delivering a workshop about SSM for group problem solving in the IAF - International Association of Facilitators - European Middle East and Africa, Regional Conference 2014.
Risk Roles
Define the roles and responsibilities for all human resources (both internal and external to the project) involved with the identification, review and mitigation of risks within the project. An example follows:
Risk Originator
The Risk Originator identifies the risk and formally communicates the risk to the Project Manager. The Risk Originator is responsible for: Identifying the risk within the project Documenting the risk (may be as a Risk Form) Submitting the Risk Form to the Project Manager for review.
Year after year, organizations find that becoming more strategic is primarily a communications problem, not a problem of ideas but of influencing behavior. Management vocabulary is largely to blame, but it can change.
Part of the Soft systems methodology, Rich Pictures provide a mechanism for learning about complex or ill-defined problems by drawing detailed ("rich") representations of them.
This short introductory webinar explains the basic graphic elements that are normally used in RPs and highlights their value as an action learning process.
There is no universal way to coordinate Agile teams in large development projects because they have unique problems. This implies that the best way to coordinate the teams is to ask them how they want to be managed given a set of enabling constraints. This requires particular communication and negotiation skills in the leadership team, which are conveyed in this talk. The skills are described as a set of conventions, founded on the argument that every organization is a complex adaptive system and should therefore be analyzed as a whole and from multiple system perspectives. So, this talk will show that by treating software development as a complex endeavor, rather than a linear, will help managers to master large Agile projects.
Protect the rights of the client when delivering services
Use effective problem solving techniques when exposed to competing value systems
Ensure services are available to all clients regardless of personal values, beliefs, attitudes and culture
Recognise potential ethical issues and ethical dilemmas in the workplace and discuss with an appropriate person
Recognise unethical conduct and report to an appropriate person
Work within boundaries and constraints applicable to work role
Demonstrate effective application of guidelines and legal requirements relating to disclosure and confidentiality
Demonstrate awareness of own personal values and attitudes and take into account to ensure non-judgmental practice
Recognise, avoid and/or address any conflict of interest
Summary
Additional resources
This presentation was used as part of the collaborative work environment designed for delivering a workshop about SSM for group problem solving in the IAF - International Association of Facilitators - European Middle East and Africa, Regional Conference 2014.
Risk Roles
Define the roles and responsibilities for all human resources (both internal and external to the project) involved with the identification, review and mitigation of risks within the project. An example follows:
Risk Originator
The Risk Originator identifies the risk and formally communicates the risk to the Project Manager. The Risk Originator is responsible for: Identifying the risk within the project Documenting the risk (may be as a Risk Form) Submitting the Risk Form to the Project Manager for review.
Year after year, organizations find that becoming more strategic is primarily a communications problem, not a problem of ideas but of influencing behavior. Management vocabulary is largely to blame, but it can change.
Part of the Soft systems methodology, Rich Pictures provide a mechanism for learning about complex or ill-defined problems by drawing detailed ("rich") representations of them.
This short introductory webinar explains the basic graphic elements that are normally used in RPs and highlights their value as an action learning process.
Slides from the presentation given by Paul Maharg (University of Northumbria) at the joint conference Open Educational Resources in the disciplines in October 2010.
PEER RESPONSES: WEEK 3 - DISCUSSION 1
3
Week 4 - Discussion 1
wk4d1hv
Heather Regennitter
12/1/2016 6:02:23 PM
The CIRO (context, inputs, reactions, outcomes) method for training evaluation is objective based in the long run. Context is referring to the environment that the training was used for and if it effectively should have met the needs of the organization. This also applies to how the objectives were chosen. The inputs evaluation focuses on the participants and the equipment and facilities needed for the program. This includes budgets as well as stakeholders and anyone involved in the process. The reactions evaluation gauges the reactions of the trainees to the training program. It is important that they receive the training well so they can implement it and encourage others to do so. The outcomes must be measurable against the objectives that were first put in place.
An example of this would be my current project at work. I am the process owner for a LEAN event. Part of our lean event is starting with a project charter, an SOP, and a SIPOC. The charter contains team members, current metrics and project goals. The SIPOC identifies the suppliers, inputs, process, outputs, customers involved in the process. At the end of the project, to conduct a CIRO evaluation, we would look closer at the project charter and the SIPOC to evaluate the context and inputs. The reactions of employees are being gauged during the project but also after the project is completed we will do a follow up to see if there are unmet needs and if the trainees were happy with the LEAN event. We will identify if the employees thought the GEMBA walk and KAIZEN event were useful to the task at hand. The outcomes will be evaluated based on if our new processes were implemented and if we improved our performance metrics. We will also evaluate if the employees learned new skills.
The CIRO method can be a great tool for measuring training effectiveness because it focuses on a well thought out plan as well as metrics. There is a lot of information that must be analyzed in the CIRO method such as who is involved and why the training is taking place. There are also downsides to the CIRO method. If you do not have specific goals in place it can be hard to measure. You may also lose focus and might not be able to put all of your attention to the problem at hand. You may end up with excess data that does not help the CIRO evaluation.
Kopp, D. M. (2014). Human resource development: Performance improvement through learning. San Diego, CA: Bridgepoint Education.
Rashawn Mitchell
RaShawn Mitchell
12/1/2016 11:29:13 PM
Stufflebeam's CIPP model of evaluation is decision focused approach to evaluation; it emphasizes the systematic provision of information for program management and operation. (Koop, 2013) CIPP stands for context, input, process, and product which are the four different aspect points of this model. Each aspect show.
Mark Edwards, Leadership and Strategy Programme Director at London Business School, considers ways of improving the stickiness of learning by examining a range of aspects, from the desire to learn to the ways the learned lessons can be applied.
Mark will be hosting a webinar, on 7 October, in which he will explain how you can embed effective learning and understand employees’ motivations. Sign-up: http://www.changeboard.com/events/exclusive-changeboard-webinar-the-stickiness-of-learning-how-to-ensure-your-learning-strategy-makes-an-impact
Requirements Elicitation is a technical and analytical process, but it is also a highly social and potentially emotive activity. All but the smallest software developments can have a wider organisational impact and the potential to change people’s working lives in positive and negative ways. Users’ reactions to such changes are shaped by their own personal values, motivations and emotions. Exploring and understanding such information can help requirements analysts in:
■Developing a deep understanding of users’ long term goals, working practices, preferences and problems
■Making design decisions
■Building a rapport with users
■Anticipating user wants and needs
Sarah Thew has been exploring these ideas during her PhD, carrying out a series of interviews with novice and experienced analysts investigating if and how they consider users’ values, motivations and emotions. These interviews contributed to the development of a method to support analysts in considering and exploring values, motivations and emotions during the requirements elicitation process, which she is currently evaluating.
Module 1 - Case
KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING
Knowledge Transfer
Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.
Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.
Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.
There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.
Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.
Assignment Overview
Steve Trautman is .
Module 1 - Case
KNOWLEDGE TRANSFER; PERFORMANCE MANAGEMENT; ON-THE-JOB TRAINING
Knowledge Transfer
Many employers do not have a plan to manage and transfer knowledge. Because workforce dynamics have changed, there is a greater need than ever for a knowledge-transfer strategy. Business wisdom is taken from organizations with retirements, resignations, and terminations, leaving companies more likely than not to have less growth capacity and less efficiency, especially in the short run.
In the past, the expectation of passing along knowledge and leaving a legacy was a good fit with the values of long-tenured employees who spent their careers with the same company. But in the modern workplace, where four generations work side by side, knowledge is not always well-filtered throughout an organization.
“As the Baby Boom generation of corporate leaders and experts approaches retirement, businesses in the U.S., Canada, and many European nations face the loss of experience and knowledge on an unprecedented scale,” says Diane Piktialis, Mature Workforce Program Leader at The Conference Board. “Younger workers can’t be counted on to fill the void, as they lack the experience that builds deep expertise. They also tend to change jobs frequently, taking their technological savvy and any knowledge they’ve gained with them.”
Knowledge does not exist in a vacuum, so it is important to first identify and evaluate what kind of knowledge company executives are interested in capturing and sustaining.
Because so much knowledge transfer is cross-generational, from long-tenured to newer employees, an understanding of different learning styles based on generation facilitates the process. Understanding generational learning preferences and adapting how knowledge is conveyed can make the difference between merely harvesting knowledge and actually using it.
Adaptations should be made when the knowledge is specific to the organization and is mission critical, and when the less knowledgeable employee has specific generational learning preferences. For example, employees entering the workforce may prefer getting Instant Messages (IM) in real time rather than setting a schedule to meet. Gen Y employees may set up blogs to capture knowledge. Firms considering or using knowledge transfer processes should assess their readiness for Instant Messaging, blogs, wikis, RSS feeds, podcasts, and virtual reality.
There are many knowledge transfer methods available, including training seminars, formal education, interviews, mentoring, apprenticeships, instant messaging, job transfer, simulations and games, peer assists, communities of practice, storytelling, wikis, blogs, white papers, and conferences.
Revised from:
American Management Association. (2017). Effective knowledge transfer can help transform your bottom line. Retrieved from http://www.amanet.org/training/articles/Effective-Knowledge-Transfer-Can-Help-Transform-Your-Bottom-Line.aspx.
Assignment Overview
Steve Trautman is ...
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
What are the main advantages of using HR recruiter services.pdf
IODA - The Promise & Perils of Narrative Research
1. The Promise & Threats of Narrative Research September 2011
2.
3. To ensure its staff have the skills necessary to do this, it trains them
4. The suite of training programs includes four core units
5.
6. We undertook six activities to put us in a position to evaluate this Organisation Development program suite We Did a document review of program materials Met with & explored the content and intent of the 4 programs with client design & presenting staff Did an international review of similar programs Ran a workshop exploring the organisational objectives for each program and the full suite. Set up Academic Directors and undertook initial observation of each program Established a narrative capture data collection and analysis process based on 4 captures roughly associated with the work of Kirkpatrick and Brinkerhoff We then began to collect data and run the Feedback Loops that would enable the Organisation to better achieve its goals
8. BRICKERHOFF’S Success Case Evaluation Method Low end High end. This method examines participants who, after being surveyed turnout to be the least impacted by the training, these he interviews to understand why. The other end of this method examines participants who, after being surveyed turnout to be the most successfully impacted by the training, these he interviews to understand why. The MBS Mt Eliza Impact Evaluation System simultaneously does the Survey, manages the full statistical analysis of the results, plots these in multiple formats and has the data on which these are based immediately available for analysis without any interviewing.
9. The 70-20-10 Development Philosophy This philosophy defines development as occurring in 3 main ways: through on-the-job experiences; relationships, networking & feedback; and formal training opportunities. The “70-20-10” refers to how you should allocate professional development:- 70% of all development should occur on-the-job,- 20% from relationships, networking and feedback, and - 10% from formal training opportunities.We believe that most companies stress the 10%...this creates a problem related to achieving outcomes from training. So we wanted to try to get a better balance through our learning about how the training programs worked for the organisation.
33. Allow the question to be answered in the third person
34. Do not privilege a certain type of experience over another
35.
36.
37. Signification - Polarities: Opposing opposites to uncover layers of meaning Ideal state Absence of… Excess of… The questions are put in terms relative to two extremes of the area under consideration – an “absence of” on the left hand side and “excess of” on the right hand side. By sliding the ball to where they think their experience lies in relation to the two extremes, greater insight into the responses can be achieved when compared to a simple “good / bad” linear scale.
38. Signification – Multiple Choice: The person who provides the experience decides what it means Multiple choice questions are also used to get the context of the experience from the participant. These questions can then be used as the lens through which the aggregate of all responses can be viewed. For example, multiple choice question could be used to view all responses from participants whose intent in telling their experience was to “inform” and about the personal outcomes associated with “flexibility and adaptability”
42. What insights did we find? Collaborative learning Overwhelmed withinsufficient time toshare experiences Mostly useless & theyshould have shut up Level of engagement (others) Intense &obsessive Detached & indifferent Performance as an adult learner Just along forthe ride Accepting everythingwithout question Facilitator / Presenter Great fun & entertaining,but I did not learn Too intimidating &dismissive for me to learn Group functionality - collaboration Having no concernfor anyone but themselves So polite no onedared to challenge Ideal State Safe learning environment Over protected Too scared totry anything new Quality of Facilitator / Presenter Indifferent Inhibiting Level of engagement (self) Avoiding beingnoticed Centrestage Boundary management – the social contract A free for alldominated by a few Limited & restricted by too many rules Self responsibility Someone else’s fault Learnedhelplessness
43. What insights did we find? Cohort 1 Self responsibility Cohort 2 Cohort3 Cohort 4 All cohorts Learnedhelplessness Someone else’sfault Roleplaying I think that the roleplays had the most impact - all well and good to theoretically teach new consulting skills but experience in putting them into practice I found far more effective in making the messages stick. While it seemed a little forced initially, once into full swing I found it valuable to get to deal with different possible behaviours of clients in interview and group meeting/presentation scenarios and then receive feedback on how it all went. It was also obviously easier to try things a little different and outside my confort zone in a controlled environment. Role plays The aspect that had the biggest impact on my learning was the mock interviews with partners. At first I felt nervous and a little intimidated but as we went through the 4 different interviews I realised that it was a safe environment in which to make mistakes and developed more confidence to give different interview techniques a go. I learnt a lot about how to manage difficult clients and will be less concerned about this if the issue arises in practice. By the end, I was very happy with my presentation and felt that I had overcome my fears to an extent.