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Building Skills & Capabilities for Change. To explore, through relevant discussions and practical exercises how to develop individuals and teams Workshop.

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Presentation on theme: "Building Skills & Capabilities for Change. To explore, through relevant discussions and practical exercises how to develop individuals and teams Workshop."— Presentation transcript:

1 Building Skills & Capabilities for Change

2 To explore, through relevant discussions and practical exercises how to develop individuals and teams Workshop Aim

3 Building Skills & Capabilities for Change Workshop Objectives Define the context and importance of Learning & Development in organisations Define the context and importance of Learning & Development in organisations Review the practice and benefits of using Personal Development Plans Review the practice and benefits of using Personal Development Plans Conduct an exercise in identifying individual & group training needs Conduct an exercise in identifying individual & group training needs Identify ways of effectively using feedback – both giving & receiving Identify ways of effectively using feedback – both giving & receiving Consider the process and value of Coaching as a significant developmental tool Consider the process and value of Coaching as a significant developmental tool Apply the GROW Model to both an individual and team situation Apply the GROW Model to both an individual and team situation

4 Building Skills & Capabilities for Change The Learning Organisation Peter Senge & The Fifth Discipline

5 Building Skills & Capabilities for Change 1.Systemic Thinking 2.Personal Mastery 3.Mental Models 4.Building A Shared Vision 5.Team Learning The Fifth Discipline - Components

6 Building Skills & Capabilities for Change Systemic thinking is the conceptual cornerstone of the Fifth Discipline approach. It is the ability to comprehend and address the whole, and to examine the interrelationship between the parts

7 Building Skills & Capabilities for Change Personal mastery. Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning. But without it no organizational learning occurs (Senge 1990: 139).

8 Building Skills & Capabilities for Change Mental models. These are deeply ingrained assumptions, generalizations, or even pictures and images that influence how we understand the world and how we take action (Senge 1990).

9 Building Skills & Capabilities for Change Building shared vision. The capacity to hold a shared picture of the future we seek to create (1990: 9). Such a vision has the power to be uplifting – and to encourage experimentation and innovation. Crucially, it is argued, it can also foster a sense of the long-term, something that is fundamental to the fifth discipline.

10 Building Skills & Capabilities for Change Team learning. The process of aligning and developing the capacities of a team to create the results its members truly desire (Senge 1990: 236). It builds on personal mastery and shared vision – but these are not enough. People need to be able to act together. Not only can there be good results for the organization, members will grow more rapidly than could have occurred otherwise.

11 Building Skills & Capabilities for Change An organisation that learns and encourages learning among its people. It promotes exchange of information between employees hence creating a more knowledegable workforce. This produces a very flexible organisation where people will accept and adapt to new ideas and changes through a shared vision. Definition of a learning organisation

12 Building Skills & Capabilities for Change Is the concept of the Learning Organisation a reality – something that already exists?

13 Building Skills & Capabilities for Change Is the concept of the Learning Organisation a reality – something that already exists? Or is it a Holy Grail thing and who could help us to find it?

14 Building Skills & Capabilities for Change Why a Learning Organisation ? A company that performs badly is easily recognisable.

15 Building Skills & Capabilities for Change Why a Learning Organisation? A company that performs badly is easily recognisable. What are some signs?

16 Building Skills & Capabilities for Change Employees seem unmotivated or uninterested in their work? Employees seem unmotivated or uninterested in their work? Workforce lacks the skill and knowledge to adjust to new jobs? Workforce lacks the skill and knowledge to adjust to new jobs? You seem to be the only one to come up with all the ideas? You seem to be the only one to come up with all the ideas? Workforce simply follows orders? Workforce simply follows orders? Teams argue constantly and lack real productivity? Teams argue constantly and lack real productivity? Some Signs

17 Building Skills & Capabilities for Change Or lack communication between each other? Or lack communication between each other? When the "guru" is off things get put on hold? When the "guru" is off things get put on hold? You are the last to hear about good news? You are the last to hear about good news? You are the first to hear about customer complaints? You are the first to hear about customer complaints? The same problems occur over and over? The same problems occur over and over? Some Signs

18 Building Skills & Capabilities for Change Change The thing to remember is no-one likes change. Change is difficult. Change is inconvenient. But whether we like it or not, change happens. And you have to accept it. And adapt. Because if you dont, change will leave you behind. Because if you dont, change will leave you behind.

19 Building Skills & Capabilities for Change Workshop Objectives Define the context and importance of Learning & Development in organisations Define the context and importance of Learning & Development in organisations Review the practice and benefits of using Personal Development Plans Review the practice and benefits of using Personal Development Plans Conduct an exercise in identifying individual & group training needs Conduct an exercise in identifying individual & group training needs Identify ways of effectively using feedback – both giving & receiving Identify ways of effectively using feedback – both giving & receiving Consider the process and value of Coaching as a significant developmental tool Consider the process and value of Coaching as a significant developmental tool Apply the GROW Model to both an individual and team situation Apply the GROW Model to both an individual and team situation

20 Building Skills & Capabilities for Change Workshop – 3 Groups of 6 Consider the following questions

21 Building Skills & Capabilities for Change Q1. Why is learning and development in organisations of such critical importance? Q2. Identify the key attributes and activities which are necessary for learning and development in organisations. Questions

22 Building Skills & Capabilities for Change

23 Workshop Objectives Define the context and importance of Learning & Development in organisations Define the context and importance of Learning & Development in organisations Review the practice and benefits of using Personal Development Plans Review the practice and benefits of using Personal Development Plans Conduct an exercise in identifying individual & group training needs Conduct an exercise in identifying individual & group training needs Identify ways of effectively using feedback – both giving & receiving Identify ways of effectively using feedback – both giving & receiving Consider the process and value of Coaching as a significant developmental tool Consider the process and value of Coaching as a significant developmental tool Apply the GROW Model to both an individual and team situation Apply the GROW Model to both an individual and team situation

24 Building Skills & Capabilities for Change

25 Developing Individuals and Teams Who or what needs developing? Who or what needs developing? Developed how specifically? Developed how specifically? So that what? So that what? And how do you know when its done? And how do you know when its done?

26 Building Skills & Capabilities for Change ContinuingProfessionalDevelopment

27 Personal Development Plans What are the skills, knowledge, attitudes and behaviours necessary in your current job? Learning Outcomes Development Activities Resources Required Support NeededTimescalesResult Identify possible changes, influences or pressures that will affect your work in the short to medium term.

28 Building Skills & Capabilities for Change Advantages & Disadvantages Personal Development Plans

29 Building Skills & Capabilities for Change What are the main difficulties/blockages which prevent Learning and Development in organisations? Personal Development Plans

30 Building Skills & Capabilities for Change Workshop Objectives Define the context and importance of Learning & Development in organisations Define the context and importance of Learning & Development in organisations Review the practice and benefits of using Personal Development Plans Review the practice and benefits of using Personal Development Plans Conduct an exercise in identifying individual & group training needs Conduct an exercise in identifying individual & group training needs Identify ways of effectively using feedback – both giving & receiving Identify ways of effectively using feedback – both giving & receiving Consider the process and value of Coaching as a significant developmental tool Consider the process and value of Coaching as a significant developmental tool Apply the GROW Model to both an individual and team situation Apply the GROW Model to both an individual and team situation

31 Building Skills & Capabilities for Change Training Needs Analysis

32 Building Skills & Capabilities for Change Competency Frameworks

33 Building Skills & Capabilities for Change Right person, right job? Task Profile – What needs to be done? People Profile– What type of person do we need?

34 Building Skills & Capabilities for Change Developing Teams

35 Building Skills & Capabilities for Change Development is about learning

36 Building Skills & Capabilities for Change

37 So, you see, what if the truth is that..

38 Building Skills & Capabilities for Change We cannot not learn!!!!!!!!! So, you see, what if the truth is that..

39 Building Skills & Capabilities for Change And you can teach an old dog new tricks! So, you see, what if the truth is that.. We cannot not learn!!!!!!!!!

40 Building Skills & Capabilities for Change The NLP Communication Model Do you remember this?

41 Building Skills & Capabilities for Change Strategies

42 Building Skills & Capabilities for Change Feedback vs. failure – There is no such thing as failure, only feedback All results and behaviours are achievements, whether they are the desired results for a given task/context or not. Presuppositions of NLP

43 Building Skills & Capabilities for Change NLP Definition of Strategy A STRATEGY is the internal thought process of the model: a sequence of representations a person goes through in order to achieve their outcome.

44 Building Skills & Capabilities for Change Ever wonder how Tiger Woods gets it right more often than anyone else? NLP Definition of Strategy A STRATEGY is the internal thought process of the model: a sequence of representations a person goes through in order to achieve their outcome.

45 Building Skills & Capabilities for Change Activities, Interests, Behaviours

46 Building Skills & Capabilities for Change Think Of Three Things You Like Doing & that you do really very well Pick 1 & in pairs, go find out

47 Building Skills & Capabilities for Change Strategies

48 Building Skills & Capabilities for Change Strategies V ic- K i-

49 Building Skills & Capabilities for Change Strategies V ic+ K i+ V ic- K i-

50 Building Skills & Capabilities for Change Strategies Input Input Processing Processing Output Output = Representation Systems

51 Building Skills & Capabilities for Change Getting Out Of Bed Strategy

52 Building Skills & Capabilities for Change CONFIDENCE strategy Constructing a CONFIDENCE strategy Vic Ki (Vr /Ar) (Aid+ Vic+ X 5/6) Ki + Aid++++++

53 Building Skills & Capabilities for Change Your Confidence Project Think of something that you would like to do That is totally within your control That is a very small step That is safe for you to do Now build a STRATEGY for it

54 Building Skills & Capabilities for Change The nature of beliefs Human experience is subjective - each of us does it differently A belief is something that needs to be maintained

55 Building Skills & Capabilities for Change Worthiness-You deserve to achieve P.A.W.s The keys to achievement P.A.W.s = Empowering Beliefs Possibility-It is possible to achieve Ability-You are able to achieve

56 Building Skills & Capabilities for Change The Meta Model identifies commonly occurring language patterns which actuallyhamper good communication, and shows how they can be tackled to open up clearer, more effective communication. The Meta Model identifies commonly occurring language patterns which actually hamper good communication, and shows how they can be tackled to open up clearer, more effective communication.

57 Building Skills & Capabilities for Change Allows you to learn about another's model of the world Allows you to learn about another's model of the world Keeps the listener from interpreting Keeps the listener from interpreting Enables the speaker to become aware of his/her own processes Enables the speaker to become aware of his/her own processes A set of linguistic tools which:

58 Building Skills & Capabilities for Change The Meta Model Groupings Gathering Information 1. Deletion 2. Lack of Referential Index 3. Unspecified Verbs 4. Nominalisations

59 Building Skills & Capabilities for Change Limits of the speakers model 5.Universal Quantifiers 6.Modal Operators The Meta Model Groupings

60 Building Skills & Capabilities for Change Semantic Ill-formedness 7. Cause & Effect 8. Mind reading 9. Lost Performative The Meta Model Groupings

61 Building Skills & Capabilities for Change Examples: "I am finished." "Finished with what?" "I understand" "Understand what/whom?" "I am not happy."With what/whom?" "This is better. "Better than what?" 1.Deletion (something or someone is missing) The Challenge: "Who/what?" or "with whom/what?" or "for whom/what?"

62 Building Skills & Capabilities for Change Examples: "The school is very demanding". Challenge: "Who, specifically is demanding?" "It is dangerous". Challenge: "What, specifically is dangerous? "I love adventures". Challenge: "What adventures, specifically?" 2. Lack of Referential Index (Vague information) The Challenge: "Who/what, specifically?"

63 Building Skills & Capabilities for Change Examples: "She spoiled me?" Challenge: "How, specifically did she spoil you?" "I understand it?" Challenge: "How, specifically do you understand it?" "He integrated his parts". Challenge: "How, specifically...?" 3. Unspecified Verbs ( verb is too vague) The Challenge: How, specifically...?

64 Building Skills & Capabilities for Change Examples: "I am having problems in my relationship." Challenge: "How, specifically are you relating?" "I can't arrive at a decision?" Challenge: "How, specifically are you deciding?" "I need to work on my anger at my mother." Challenge: "How, specifically are you angry at her." 4. Nominalisation (a process that has been made into a static event) The Challenge: Turn noun into a verb and challenge as "unspecified verb"

65 Building Skills & Capabilities for Change Examples: "You always give me a hard time". Challenge: "Always!!" or "Has there never been a time when you have not felt I am giving you a hard time?" 5. Universal Quantifiers (No one, everyone, never...) The Challenge: a.Exaggeration – "Everyone?", "Always?" b.Counter-example – "Has there ever been a time this did not happen?"

66 Building Skills & Capabilities for Change The Challenge: "What would happen if you did (not)...?" Examples: This just has to get done! Challenge: What would happen if it didnt? You have to do it! Challenge: What would happen if I didnt 6. Modal Operators (Necessity – need, must, should)

67 Building Skills & Capabilities for Change The Challenge: "What stops you?" or "What would happen if you did (not)?" "What would happen if you did (not)?" 6. Modal Operators (Possibility – cant, impossible, unable) Examples Examples I just cant do it! Challenge: What would happen if you could? Learning the meta model is impossible! Challenge: What stops you? What would happen if you did?

68 Building Skills & Capabilities for Change Examples: "He makes me angry" Challenge: "How, specifically, does he cause you to feel angry?" "The trainer confuses me?" Challenge: "How, specifically does the trainer get you into a state of confusion?" 7. Cause-Effect (some one or something causes someone else to feel, think or behave in a certain way) The Challenge: "How, specifically, does X cause Y?"

69 Building Skills & Capabilities for Change Examples: Examples: "She's upset with me." Challenge: "How do you know?" "Of course he knows I'm angry with him" Challenge: "How do you know?" "He is so calm." Challenge: "How do you know?" 8. Mind Reading (someone claims to know what someone else is thinking or feeling) The Challenge: "How do you know?"

70 Building Skills & Capabilities for Change Examples: "NLP is great" Challenge: "For Whom?" "Nuclear power is safe" Challenge: "According to whom?" 9. Lost Performative (The individual making the statement is deleting him/herself as the source) The Challenge: "For Whom?" or "Who says?" or "According to Whom?" "According to Whom?"

71 Building Skills & Capabilities for Change Beware – Meta Monsters

72 Building Skills & Capabilities for Change People respond to events based on their internal pictures, sounds and feelings. They also collect these experiences into groups or categories that are labelled with words. Effectively Challenging Others

73 Building Skills & Capabilities for Change The meta-model is a method for helping someone go from the information-poor word maps back to the specific sensory-based experiences they are based on. Effectively Challenging Others

74 Building Skills & Capabilities for Change It is here in the information-rich specific experiences that useful changes can be made that will result in changes in behaviour. Effectively Challenging Others

75 Building Skills & Capabilities for Change

76 To explore, through relevant discussions and practical exercises how to develop individuals and teams Workshop Aim

77 Building Skills & Capabilities for Change Workshop Objectives Define the context and importance of Learning & Development in organisations Define the context and importance of Learning & Development in organisations Review the practice and benefits of using Personal Development Plans Review the practice and benefits of using Personal Development Plans Conduct an exercise in identifying individual & group training needs Conduct an exercise in identifying individual & group training needs Identify ways of effectively using feedback – both giving & receiving Identify ways of effectively using feedback – both giving & receiving Consider the process and value of Coaching as a significant developmental tool Consider the process and value of Coaching as a significant developmental tool Apply the GROW Model to both an individual and team situation Apply the GROW Model to both an individual and team situation

78 Building Skills & Capabilities for Change Developing Individuals and Teams Who or what needs developing? Who or what needs developing? Developed how specifically? Developed how specifically? So that what? So that what? And how do you know when its done? And how do you know when its done?

79 Building Skills & Capabilities for Change Definition of Team "A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable." (Katzenbach and Smith, 1993)

80 Building Skills & Capabilities for Change Team Climate Surveys

81 Building Skills & Capabilities for Change High Performance Teams Performance Outcomes Performance Outcomes Mutual, internal accountability Mutual, internal accountability Coordinated, shared work roles Coordinated, shared work roles Extraordinarily high quality Extraordinarily high quality High credibility and trust High credibility and trust Specific, shared purpose and vision Specific, shared purpose and vision Blurring of formal distinctions Blurring of formal distinctions Inefficiency leading to efficiency Inefficiency leading to efficiency Creative continuous improvement Creative continuous improvement Clarity of core competence Clarity of core competence

82 Building Skills & Capabilities for Change If Im in a comfort zone how do you get me out of it?

83 Building Skills & Capabilities for Change Workshop Objectives Define the context and importance of Learning & Development in organisations Define the context and importance of Learning & Development in organisations Review the practice and benefits of using Personal Development Plans Review the practice and benefits of using Personal Development Plans Conduct an exercise in identifying individual & group training needs Conduct an exercise in identifying individual & group training needs Identify ways of effectively using feedback – both giving & receiving Identify ways of effectively using feedback – both giving & receiving Consider the process and value of Coaching as a significant developmental tool Consider the process and value of Coaching as a significant developmental tool Apply the GROW Model to both an individual and team situation Apply the GROW Model to both an individual and team situation

84 Building Skills & Capabilities for Change Feedback Giving, Receiving, Using

85 Building Skills & Capabilities for Change Start with them and ask for…… 3 or 4 positives 1 thing to do differently Overall, what did you really like?

86 Building Skills & Capabilities for Change 3 or 4 positives 1 thing to do differently Overall, what I really, really liked? Start with them and ask for…… 3 or 4 positives 1 thing to do differently Overall, what did you really like? Then give your feedback

87 Building Skills & Capabilities for Change ASK, dont tell (+ & -) ASK, dont tell (+ & -) DESCRIBE, dont judge DESCRIBE, dont judge BEHAVIOUR, not personality BEHAVIOUR, not personality BE SPECIFIC BE SPECIFIC BE CONSTRUCTIVE BE CONSTRUCTIVE Giving Feedback

88 Building Skills & Capabilities for Change Get to the POINT State WHY youre having the conversation Describe what you KNOW Describe CONSEQUENCES of continued behaviour Describe how you FEEL about what you know Giving Feedback

89 Building Skills & Capabilities for Change Encourage other party to give THEIR VIEW Ensure UNDERSTANDING of their view Decide on SPECIFIC ACYIONS SUMMARISE FOLLOW UP Giving Feedback

90 Building Skills & Capabilities for Change 1. Basic Assertion 2. Empathic Assertion 3. Escalating Assertion 4. I- Language Assertion 4 Types of Assertive Behaviour

91 Building Skills & Capabilities for Change Communicating Assertively

92 Building Skills & Capabilities for Change 1. Basic Assertion This is a simple, straightforward expression of your beliefs, feelings, or opinions. It's usually a simple "I want" or "I feel" statement. 4 Types of Assertive Behaviour

93 Building Skills & Capabilities for Change 2. Empathic Assertion This conveys some sensitivity to the other person. It usually contains two parts - a recognition of the other person's situation or feelings, followed by a statement in which you stand up for your rights. "I know you've really been busy, but I want to feel that our relationship is important to you. I want you to make time for me and for us." 4 Types of Assertive Behaviour

94 Building Skills & Capabilities for Change 3. Escalating Assertion This occurs when the other person fails to respond to your basic assertion and continues to violate your rights. You gradually escalate the assertion and become increasingly firm. It may even include the mention of some type of resulting action on your part, made only after several basic assertive statements. 4 Types of Assertive Behaviour

95 Building Skills & Capabilities for Change 4. I- Language Assertion This is especially useful for expressing negative feelings. It involves a 3-part statement: 1.When you do... (describe the behavior). 2.The effects are... (describe how the behavior concretely affects you). 3.I'd prefer... (describe what you want). 4 Types of Assertive Behaviour

96 Building Skills & Capabilities for Change Self Concept My view of me Others view of me

97 Building Skills & Capabilities for Change Workshop Objectives Define the context and importance of Learning & Development in organisations Define the context and importance of Learning & Development in organisations Review the practice and benefits of using Personal Development Plans Review the practice and benefits of using Personal Development Plans Conduct an exercise in identifying individual & group training needs Conduct an exercise in identifying individual & group training needs Identify ways of effectively using feedback – both giving & receiving Identify ways of effectively using feedback – both giving & receiving Consider the process and value of Coaching as a significant developmental tool Consider the process and value of Coaching as a significant developmental tool Apply the GROW Model to both an individual and team situation Apply the GROW Model to both an individual and team situation

98 Building Skills & Capabilities for Change Coaching is about helping someone to get the very best performance out of themselves – the potential for which was already there. Definition Coaching Definition Coaching is about releasing that potential

99 Building Skills & Capabilities for Change The Focus of Coaching Whatever the coachee wants/needs to achieve. Coaches assist their clients to maintain focus on that which will make them most successful

100 Building Skills & Capabilities for Change Coaches focus where the coachee needs them to the most. Part of their discussions often include: Where are you now in relation to where you want to be? Where are you now in relation to where you want to be? What are your goals? Are they based in your values? What are your goals? Are they based in your values? In order to get what you want from any situation, what are the areas of strength and what are the areas for improvement and focus? In order to get what you want from any situation, what are the areas of strength and what are the areas for improvement and focus? The Focus of Coaching

101 Building Skills & Capabilities for Change Logical Levels Mission Identity Belief Capability Behaviour Environment A naturally HIERARCHICAL system

102 Building Skills & Capabilities for Change When here is stressed it is a statement about environment. Negative or Limiting Belief I cant do that here. When I is stressed it is a statement about identity. When cant is stressed it is a statement about belief. When do is stressed it is a statement about capability. When that is stressed it is a statement about behaviour.

103 Building Skills & Capabilities for Change A problem cannot be solved with the same level of thinking that created it In order to bring about change it is necessary to work at the level above the one you want to influence Logical Levels & Change

104 Building Skills & Capabilities for Change Change at a higher level always changes things on lower levels Change on a lower level will not necessarily affect higher levels Logical Levels & Change

105 Building Skills & Capabilities for Change Logical Levels Mission Identity Belief Capability Behaviour Environment A naturally HIERARCHICAL system

106 Building Skills & Capabilities for Change Dont judge….We listen out of OUR experience Dont judge….We listen out of OUR experience Empathise…….Everyones needs are different Empathise…….Everyones needs are different Paraphrase & Summarise Paraphrase & Summarise Watch body language (yours and theirs) Watch body language (yours and theirs) Maintain appropriate silences Maintain appropriate silences Quiet your mind Quiet your mind Be patient…….Go slow to go fast Be patient…….Go slow to go fast Active Listening

107 Building Skills & Capabilities for Change 5W+H Open & Closed Questions 5W+H Open & Closed Questions Socratic questions Socratic questions Listen more than you talk Listen more than you talk Identify resistance points Identify resistance points Gather information Gather information What is their reality? What is their reality? Question Technique

108 Building Skills & Capabilities for Change Workshop Objectives Define the context and importance of Learning & Development in organisations Define the context and importance of Learning & Development in organisations Review the practice and benefits of using Personal Development Plans Review the practice and benefits of using Personal Development Plans Conduct an exercise in identifying individual & group training needs Conduct an exercise in identifying individual & group training needs Identify ways of effectively using feedback – both giving & receiving Identify ways of effectively using feedback – both giving & receiving Consider the process and value of Coaching as a significant developmental tool Consider the process and value of Coaching as a significant developmental tool Apply the GROW Model to both an individual and team situation Apply the GROW Model to both an individual and team situation

109 Building Skills & Capabilities for Change The G.R.O.W. Model

110 Building Skills & Capabilities for Change Goal, Reality, Options, Will. G Goal What specific Outcomes would you like to achieve? Reality What is your current situation? What has happened so far? Options What are the most viable options? Will What are your next steps? G RO W

111 Building Skills & Capabilities for Change What are the main difficulties/blockages which prevent Learning and Development in organisations? Personal Development Plans Apply The GROW Model here

112 Building Skills & Capabilities for Change Connecting It All Up

113 Building Skills & Capabilities for Change What are your key learnings? What changes as a result? Did You Get What You Came For?

114 Building Skills & Capabilities for Change Did You Get What You Came For?

115 Building Skills & Capabilities for Change Did You Get What You Came For? & Exactly What Are You Going To Do?

116 Building Skills & Capabilities for Change

117 Thank you very much &


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