Blog Archives

Out with the old, in with the new

22/2/2013

『去舊迎新』- 我覺得這兩點在培訓結束時，可用作勉勵性的總結
適合主題：突破 / 蛻變 / 持續進步

Here are 2 ways you can break out of narrow thinking patterns and become more creative.

First, be willing to admit that you are not perfect, you make mistakes, you are wrong on a regular basis. This is a mark of intelligence and courage.
Second, with new information, be willing to change your mind. Most of what you know about your business today will change completely in the coming years so be the first to recognize it.

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『集思廣益SYNERGY』的解說內容

22/2/2013

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培訓裡面時常提到SYNERGY這個字，我在體驗式培訓『BLACK BEAR黑熊』的環節中，就有用上以下的『集思廣益SYNERGY』的解說內容 . . .

集思廣益SYNERGY --- 何謂集思廣益？如何達成？

集思廣益的英文「SYNERGY」由希獵文「SYN」而來，指「一起」和「能量」的意思。集思廣益的特殊能量，來自一群人將一件工作或一個難題，有效地合力處理。這種能量會此個人獨自完成工作的能量更大更強。當中的奧祕就是人與人之間如何合作，圖中展示出團隊如何建立集思廣益。

金字塔頂部位置，代表個人擁有的專長、經驗、知識、技巧，團隊如何能夠發揮組員的個人資源，就是集思廣益的關鍵。三角形的另一點是解決困難，是指透過有組織的系統方式去探討問題，並找出有效方案。如果團隊有一套共通的解決難題系統框架，大家能夠達成集思廣益的機會就會大增。三角形的最後一點是利用人際溝通技巧去推行討論過程。如果小組內能夠互相有效地將意見傳遞，就更容易得出集思廣益的結果。

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經驗學習法的參考文章

22/2/2013

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經常在課堂上，學員會問我經驗學習法或體驗式培訓的參考資料。我的主觀喜好，以最現代的企業培訓為應用方向，我的清單是這個 . . .

Chickering, A.W., & Gamson, Z.F. (1987). Seven Principles for Good Practice. AAHE Bulletin 39: 3-7. (ERIC Document Reproduction Service No. ED 284 491)
Enns, C.Z. (1993). Integrating separate and connected knowing: The experiential learning model. Teaching of Psychology, 20(1), 7-13.
Fandt, P.M. (1991). Accountability in experiential techniques: learning, conflict, and satisfaction. Journal of Education for Business, 66 (3), 172-175.
Honey P., & Mumford, A. (1989). Learning Styles Questionnaire. Kong of Prussia, PA: Organization Design and Development.
Hyland, T. (1994). Competence and critical practice in higher education. Studies in Higher Education, 19(3), 327-329.
Kolb, D. A. (1984). Experiential Learning: Experience as the Source of Learning and Development. Englewood Cliffs, NJ: Prentice-Hall.
VanEyde, D., & Spencer, R. (1988). Lecture versus experiential learning: Their differential effects on long-term memory. Organizational Behavior Teaching Review, 12, 52-58.
Walter, G.A., & Marks, S.E. (1981). Experiential Learning and Change. New York: John Wiley & Sons.

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Team Building 培訓內容簡介

22/2/2013

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INNOWISE 的Team Building 簡介，已經新刋登在網頁上，按下圖或連結http://innowise.weebly.com/team-building.html，皆可溜灠。

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52 Team Reminders 團隊協作的檢視清單

22/2/2013

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UNITY 同心合一

共同願景 Share a Common Mission
專注目標 Focus on Key Goals
展現承諾 Display Commitment
了解宗旨 Understand Role in the Organization
分工清晰 Have Clear Roles & Responsibilities
富責任感 Accept Accountability
引以自豪 Show Pride
互動交流 Have Frequent Interactions
忠誠可靠 Exhibit Loyalty
共識行事 Use Consensus-Building
內聚聯誼 Spend Time Together
互相信任 Display Trust in Each Other
互相依靠 Demonstrate Interdependence

SUPPORT 互相支持

正面態度 Demonstrate a Positive Attitude
提供幫助 Provide Help and Assistance
關心健康 Show Concern for Well-Being
尊重意見 Respect New Ideas
表達欣賞 Express Appreciation
慶祝成果 Celebrate Accomplishments
鼓勵進修 Encourage Development
重視不同 Value Differences
分擔責任 Share Responsibility
表達感受 Express Feelings
處理違規 Deal with Inappropriate Behavior
奉行保密 Maintain Confidentiality
隊外支援 Support Beyond the Team

COMMUNICATION 互動溝通

直接溝通 Communicate Directly
用心聆聽 Listen Well
分享資訊 Share Information Freely
投入參與 Participate Fully
坦白表達 Communicate Honestly
文字表達 Demonstrate Writing Skills
有效呈獻 Make Effective Presentations
高效會議 Hold Productive Meetings
合力解難 Collaborate in Problem Solving
有效回饋 Use Feedback Effectively
處理沖突 Handle Conflict Constructively
討論難處 Discuss the Negatives
積極主動 Demonstrate Influencing Skills

PERFORMANCE 表現水平

定立標竿 Set Measurable Goals
釐清期望 Clarify Expectation
監察進度 Monitor Work Processes
即時改錯 Deal with Errors Promptly
賞罸有序 Implement a Rewards System
更新蛻變 Thrive on Change
預早計劃 Anticipate Well
啟動培訓 Initiate Training
激發創意 Utilize Team Creativity
面對逆境 Confront Adversity
友好外交 Interact Well with Other Teams
貢獻機構 Contribute to the Larger Organization
擴大效能 Influence the Larger Organization

它的好處：
在於可以讓參與者提升對「team building 團隊協作」的鑑賞力，不只是偏面枯淺的解釋，而是細緻檢視強弱的清單。在帶活動時可以抽取一些相關的項目，作為評分及定立目標之用。

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Application Planner 「學以致用」行動計劃習作

22/2/2013

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這些是在Team Building活動後常會問及的問題。是一個簡單的學習重點回顧和行動計劃習作。

APPLICATION PLANNER

1.      MOST VALUABLE RECAP ---
What is the most valuable leaning points to you in today’s training?

2.      CURRENT STATE ---
What would you rate this specific application as a teamworking competence skill?

3.      BEHAVIOR AWARENESS ---
What action would you commit yourself to make an improvement on this skill?

4.      TIME LINE ---
What are your steps to make your achievement?

5.      DESIRED STATE ---
What observable and measurable outcomes could be set as an improvement indicator on this skill?

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Dr HO's Blog
@ training of ICL

Out with the old, in with the new

『集思廣益SYNERGY』的解說內容

經驗學習法的參考文章

Team Building 培訓內容簡介

52 Team Reminders 團隊協作的檢視清單

Application Planner 「學以致用」行動計劃習作

Dr Stephen HO

Archives

Categories

Dr HO's Blog@ training of ICL

Out with the old, in with the new

『集思廣益SYNERGY』的解說內容

經驗學習法的參考文章

Team Building 培訓內容簡介

52 Team Reminders 團隊協作的檢視清單

Application Planner 「學以致用」行動計劃習作

Dr Stephen HO

Archives

Categories

Dr HO's Blog
@ training of ICL