Crisis – Investeren! Niks bezuinigen

Op naar het Nieuwe Denken

Benzineprijs
Vorige week bereikte de benzineprijs zijn hoogtepunt. Dit nieuws kan niemand ontgaan zijn. Radio en TV sprongen er boven op en gingen op zoek naar de reacties van de autogebruiker. Een aantal zijn te voorspellen:
–          niks veranderen, want mijn werkgever betaalt toch
–          ik ga nu meer carpoolen, delen we de kosten
–          ik pak nu vaker de fiets
–          mijn werkgever wil nu dat ik de privékilometers zelf betaal
en… dan de minder voorspelbare
–          we sturen de mensen op training 

Training als oplossing (?!) – HNR
De laatste reactie verheugde mij. In mijn werk hoor ik maar al te vaak: we hebben prioriteiten moeten stellen en helaas training is dan het eerste wat we schrappen. Dus nu ben ik nieuwsgierig, wat kan de reden zijn dat nu wel voor training gekozen is?
Geld. Er wordt geld besteed, in de hoop dat het geld oplevert. In dit geval krijgen mensen training. Ze moeten beter en bewuster gaan denken als ze autorijden, en dit noemen ze “Het Nieuwe Rijden”. Slimmer worden, en dat levert centjes op. Je krijg weer opnieuw rijles: uitrollen, doorschakelen, cruise controllen en anticperen. Bovendien worden de cursisten na de cursus gemonitored. Elke keer als ze tanken moeten ze de kilometerstand invullen. Zo houdt het bedrijf bij of ze die keer wel zuinig genoeg zijn geweest. Je zou verwachten dat dit op veel weerstand stuit. Maar nee, de mensen op de radio waren eigenlijk wel blij met de tips. Het scheelt echt een hele hoop, minder vaak stoppen aan de pomp ook nog. (http://www.hetnieuwerijden.nl/wat-kunt-u-doen/rijstijltips/personenautos/). Gedragsverandering is op korte termijn dus wel degelijk te realiseren.

HND: Het Nieuwe Denken
Zou dit slimmer denken ook op andere situaties  dan autorijden toegepast kunnen worden? Bijvoorbeeld als problemen opgelost moeten worden, (ik denk aan mijn ervaringen met de supportdesk…ja!!) of als strategieën uitgedacht worden dan wel als er prioriteiten gesteld moeten worden of als verbetertrajecten worden bedacht. Kunnen we daar “Het Nieuwe Denken” op loslaten. Weten hoe je moet anticiperen, weten hoe je moet reageren in bepaalde situaties, weten welke stappen je moet nemen om een probleem op te lossen. Handige richtlijnen zodat geen tijd, energie en geld verloren gaat. Hoe vaak maak je het toch mee dat er “gedart “ wordt als methode om op zoek te gaan naar een oplossing.  Bijvoorbeeld door dezelfde helpdesk. Ik heb liever dat ik het idee heb dat ze systematisch, volgens een gedegen stappenplan mijn probleem onderzoeken. En liefst ook dat ze niet iedere keer dezelfde vragen stellen en acties suggereren.  De oplossing wordt dan niet bij toeval (“ik zoek nog even op een forum of daar iets bij staat”) gevonden, maar de oorzaak wordt ook weggenomen.

Gek genoeg is de crisis nog niet zover doorgedrongen. Mijn telefoon staat nog niet roodgloeiend. Kennelijk  weet men niet dat ik iets heb om slimmer te gaan denken: training in “Het Nieuwe Denken”. Beter samenwerken omdat je weet welke stappen je doorloopt. Vertrouwen hebben in de richtlijnen, wetende dat dit de beste manier is. Dit doet mijn bedrijf al ruim 50 jaar: Kepner-Tregoe: passionate about helping people and organisation to think clearly.

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4 Tips voor een succesvolle implementatie van de Kepner Tregoe-training

Als organisatie wil je natuurlijk dat je medewerkers de kennis die ze tijdens een Kepner Tregoe-training hebben opgedaan, in de praktijk brengen. Dat lukt echter niet iedereen (meteen). Hoe haal je de nieuwe kennis uit de cursist? Ik heb 4 tips. Lees hier meer..(pdf)

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The added value of a Facilitator – overcome the 5 biggest barriers to group troubleshooting success

In today´s world of complex technology, dealing with multiple teams of hard-core specialists, it becomes more and more difficult to manage and stay in control. At Kepner-Tregoe (KT), our research and experience show that one specific role can provide a group with the clear focus and strong leadership that brings closure more quickly and initiates the actions to prevent a reoccurrence. That role is the facilitator.

This article will describe the role of a facilitator: the challenges organizations face which call for a facilitator’s help, the skills they need in order to stay in control and the benefits of having this role recognized within an organization.
Read the whitepaper: The added value of a Facilitator

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Coaching and Behavioural change: why training is not enough

article from Steve White, published at Trainingzone.co.uk

The key to successfully integrating new learning back into the workplace is in the implementation outside of the classroom. Steve White looks at how to turn training into behaviour change.


The brain is so sensitive to external experiences that you can literally rewire it through exposure to cultural influences, according to John J. Medina, neurologist and developmental molecular biologist (Harvard Business Review, May 2008). Dr. Medina speculates that as a result of this sensitivity, there could be a Boeing brain or a Goldman Sachs brain.

Other research suggests that when attention is paid to a new behaviour for at least three weeks, the brain moves the activity from running in “software” (which uses a lot of energy) to a “hardware” implementation (less use of energy) when the connections in the brain have been literally re-ordered.

 

“The key to successfully integrating new learning back into the workplace is in the implementation outside of the classroom.”

You may recall leaving a training course with the enthusiasm of the recently converted. You saw the world in a completely different way – only to reflect after a few weeks that, while it was a great course, you’re still in the same old routine. Like a rubber band, you were stretched only for the duration of the training class. After the tension was relaxed, you reverted to your previous ways.

While this is a frustrating experience for the learner, commercially it’s a disaster. Both the opportunity cost and actual cost of the training were not recovered. If the meaning of the training course is the behaviour change that resulted, the training course had no meaning.

The key to successfully integrating new learning back into the workplace is in the implementation outside of the classroom. Clear and integrated ‘triggers for use’, including the right tools, facilitation, and coaching will help integrate new ways of doing things.

So, where to start? For a large-scale training programme make sure you prepare before any training is done. Identify the entry points for the behaviour change and establish how the business will support the individual from their first few cycles of behaviour change until it is integrated into behaviour and the investment is returned.

In addition, stakeholders and change agents – those individuals selected for their peer respect and change leadership reputation – can drive change throughout the implementation. Prepare these stakeholders with some pre-roll-out training that prepares and supports them to make changes in the work environment, test the new process, and refine the implementation so that it is accepted within the company culture and at the individual level.

You may also need to create job aids to support the behaviour change – everything from posters, to customised aide-mémoire forms, to new tools integrated into software.

“Training alone can pay for itself through the efforts of an interested minority who use the techniques right away. “

Coaching is also a vital component of implementing behavioural change. And that coaching needs to evolve with the learner over time – from encouragement in the first few days or tries, to new innovative opportunities once maturity has been established.

The importance of coaches and facilitators cannot be overstated. But for coaches and facilitators to succeed they need:

  • Advanced technical knowledge of the skill-set to be implemented
  • A change implementation model for the skill-set
  • A system for alerting them to opportunities for coaching and facilitation
  • Advanced Technical Knowledge.

Results

By embedding learning through coaching and faciltation we have found a 10 to 20% reduction in time-on-task, 40% reduction in backlog, and 40% reduction in mean time to resolve.

In our experience in service and support, even organisations who don’t fully integrate change with coaching and facilitation see some reurn on investment. Training alone can pay for itself through the efforts of an interested minority who use the techniques right away. Their efforts on a number of tough cases are enough to bring the overall mean time to resolve down by an average of 5%.

Coaching has had a significant impact for our clients:

  • A US division of a multinational failed to install coaching and got no results. Now they’ve initiated coaching to some extent and credit KT processes for $1m in savings.
  • A European division of the same company fared similarly – the first team to start regular coaching showed improvement against key metrics; the others did not until they followed up with coaching.
  • A support organisation that initially produced no results from training began providing coaching for problem statements and saw problem characterisation/definition time drop 16%.

As Medina observed in his article, paying attention to change makes change possible by actually re-ordering the brain. Training alone leaves the behaviour change to chance. Coaching supports change long enough for people to change their minds and integrate the thinking patterns of successful people into their own behaviours.

Steve White is senior business consultant at the Kepner-Tregoe technology practice. Kepner-Tregoe helps clients implement their strategies by embedding problem-solving, decision-making, and project execution methods through individual and team skill development and issue resolution process improvement

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It´s all becoming too complex!

published at trainingzone.co.uk

http://www.trainingzone.co.uk/topic/training-cycle/its-all-becoming-too-complex/139462

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