Connections™ includes . . .
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Developing effective communication skills |
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Identifying and Celebrating Unit Progress |
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Identifying and Developing Consensus on Unit Problems |
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Initiating Analysis of Unit Problems |
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Developing Work Plans |
Connections™ is Effective for . . .
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Newly Forming Groups |
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Mature Groups in Need of Refocusing |
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Integration of Two or More Groups |
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Pending Organizational Change |
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Integration and Consensus Building for Non-Leadered Groups in Crisis |
Connections™ are First Steps to Quality in . . .
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Consumer Services and Products |
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Organizational Operations |
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Employee's Work-Lives |
Connections™
Responsive Management is a research and science based, skill and competency focused performance management model. Participants learn people-management and conversation skills for Making Quality Happen in consumer/customer services and products, in organizational operations, and in employees' work-lives. Presentations are 30% lecture/didactic and 70% are live skill modeling and participant practice. Examples of partnership skills presented in this series are:
(10 Hours) One-on-One Skill Training and Consultation -- Participants are involved in interactive group instruction on receiving and giving performance feedback:
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Skill of Requesting and Receiving Information/Feedback and developing open, inclusive and collaborative partnerships. |
| Skill of Providing Negative Performance Feedback/Information to maximize accuracy of information while encouraging positive partnerships. |
(6 Hours): IDEAS™: Idea Development, Exchange, And Selection -- The Facilitator assists participants with a group process model of IDEA generation, consensus development, and priority setting. IDEAS™ is particularly helpful for vision redefinition, goal setting, and refocusing disorganized or unsuccessful work-groups. IDEAS™ is helpful to enhanced maintenance and continued improvement.
(6 Hours) Problem Analysis and Decision Making -- Participants are involved in a quality analysis methodology that will help expedite effective, short-term and strategic problem resolution within the organization:
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Operations Problem Definition includes the presentation of specific organizational examples to identify discrete problems or problem themes. This is followed by assessing cause, motivation or antecedent condition. |
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Solution Definition includes developing broad spectrum solutions followed by cost-benefit analysis, and identifying preferred solutions. |
(3 Hours) Work Plans -- Participants prepare action plans to prioritize organizational issues by establishing task lists, responsible parties, and completion time lines.
(ARR) S³™: Leadership Development Survey -- Team member satisfaction survey. The survey will enhance maintenance and continued improvement of the reteaming process. It is most effective if S3™ is repeated every six months.
Rev: 08/04/08
