Rui lança dia 13 de julho blog
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This document discusses team building and communication. It emphasizes that communication is key to building successful teams. Effective communication requires preparation, conviction, empathy, active listening, and delivering messages clearly. Successful teams share common goals and values, provide honest feedback, adapt well to changes, and have strong, correct leadership. Teams can fail if they lack coordination, leadership, ability to manage conflicts, or proper planning. The document provides tips for improving communication and team dynamics.
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Do you find yourself asking questions like what did ‘just’ happen, what does it mean, without getting satisfying answers? No matter a role we are in, we work with individuals, teams, and organizations where we observe different events and situations in different contexts. How can we make sense out of all of these events and situations? What tools can we use in getting more clarity and understanding? What are the right questions?
If you do find yourself asking those questions, this session will help you discover one approach on how to deal with such situations by combining Michael Spayd’s and Michele Madore’s Integral Agile Transformation FrameworkTM and powerful questions. The workshop will address the perspectives of leadership and mindset, practices and behavior, organizational architecture, and organizational culture and relationships. And in the combination with powerful questions give the opportunity to experience the creation of clarity and understanding.
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The document discusses IT-business alignment, which refers to the relationship between IT professionals and business professionals within an organization. Good IT-business alignment involves effective communication and the ability of both groups to work together to achieve company objectives. It is most successful when the postures of IT and the rest of the business are aligned. The development of Boston Scientific's datacenter was a result of good alignment, with IT professionals collaborating directly with facility heads. Poor alignment wastes money and hurts employee morale.
Uxcoach Yshek Iasummit2008
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The document discusses informal learning and the need for a holistic learning ecosystem in organizations. It argues that a focus only on formal instruction is missing opportunities, and that learning should be supported throughout all moments of need, including acquisition of knowledge, application and maintenance of knowledge, and issues that arise. It also provides examples of different types of learning assets and performance support that can support learning across the different moments of need.
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Are you unsure if your organization is getting value from your employee engagement initiatives? Has “action planning” become a check-the-box activity? Does everyone in your organization clearly see how employee engagement efforts impact organizational culture and business results? Or maybe you're getting ready to measure employee engagement in a new or different way, and want to make sure the initiative will be seen as highly valuable -- especially to your senior stakeholders.
Preparing for Next Generation eLearning - Part II - Social Learning & DIY
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The Dynamics of Rapport: Using Neurolinguistics to Improve Communication
Have you ever felt like you “hit it off” with someone- maybe even after knowing him or her for just a short period of time or discovering that you have very little in common with that person? Still, you just sensed you would get along, despite the reasons why you shouldn’t.
Now turn it around. A friend introduces you to someone they just know you’ll love. Or you meet someone that you expect to like immediately. Yet you’re surprised when you dislike them right off the bat- or you’re indifferent to that person, at best.
So what’s going on and why does this phenomenon happen to all of us? Rapport.
Join us for an informative webinar that will lead you through the fascinating and dynamic world of rapport. You will explore every phase, from developing rapport to turning resistance into irresponsibility.
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L'organisation apprenante
The document discusses key concepts of learning organizations, including shared vision, mental models, system thinking, personal mastery, and team learning. It provides examples and definitions for each concept. Shared vision involves connecting people through a common goal. Mental models represent underlying assumptions that influence perspectives. System thinking requires seeing relationships between interdependent parts. Personal mastery consists of ongoing self-reflection and development. Team learning is the ability of a group to think collectively and improve together. The overall document aims to outline important principles for creating an organizational culture of continuous learning.
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This document summarizes a webinar about real-life test management challenges and solutions. It discusses team-based challenges such as staff not getting along or working to their potential. It provides examples of how coaching staff and building relationships helped address these issues. It also discusses project-based challenges like unrealistic timelines and priorities. The document emphasizes communicating with stakeholders, using servant leadership, and gaining early involvement in projects. It provides recommendations for managing challenges related to people, projects, and stakeholders.
Agile methodologies to create responsive learning solutions
The document discusses how agile methodologies can be applied to learning and development initiatives. It provides examples of companies that have successfully implemented agile principles in their learning solutions, making them more collaborative, iterative, relevant and fun. The document encourages embracing an agile approach to start small, learn from iterations, involve learners in the process, and use games and simulations in learning. It emphasizes principles like learning by doing, emerging expertise, and putting learners at the center.
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Rui lança dia 13 de julho blog
- 1. Team Building and Communicational Impact Rui Lança July 2011 Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 24
- 2. Communicational Impact Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23
- 3. “If you said it and they didn´t hear you, it´s because you didn´t said it” Harvey Thomas What do you think when you read this sentence? Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23
- 4. CommunicationalImpact… iscontagious 55% Gestures! 38% Voice! 7% Content! Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23
- 5. Braço de Ferro Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL
- 6. Some factors . Preparation . Positive approach . Conviction and enthusiasm . Goals . I and they . Delivering Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23
- 7. . CommunicationalImpact How to do? . Channels . Active listening . Empathy . Win Action . Action without gap The others . Win . Without noise . Receive Individual . Knowing me . Promote me . Tools Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23
- 8. Teams (Leadership and Management) Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23
- 9. How do you think can help? Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23
- 10. . Team processes How to do? . Goals . Training . Question/Feedback . Dynamics Action . Results . Sustainability Team . Sumofcontributions . Commitment . Collectiveidentity Individual . Whoandhow i am? . I andtheteam . Experiences Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23
- 11. Teamdynamics . Motivation . Recogtionandconsequences . Frontal Communication . Commongoals . Emotionandconflictmanagement . Alignementandcommitment . CommunicationalandEmotionalImpact Leadershipteam Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23
- 12. Successful Teams . Common goals . Values . Honest feedback . Concern . Correct Leadership . Task definition . Sharing information, emotions, etc… Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23
- 13. Successful Teams . Cognitive flexibility . Competence and continued desire to improve . Honest communication . Pride to be part of… . Adaptability vs Skill Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23
- 14. Why teams fail? Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23
- 15. Some factors . No rules . No coordination . Poor or lack of leadership . Inability to manage conflict . Poor planning or strategy Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23
- 16. Muito Obrigado rmlanca@gmail.com Copyright 2009-2010 Audax Center for Entrepreneurship ISCTE-IUL 23