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Clean and Crafty Action Learning Two half day seminars designed and delivered For managers,
supervisors, coaches, teachers, Team Leaders and others [1]The positive attitude that results from Intelligent Optimism |
| Obviously you will get more from attending both sessions, but each stand alone session offers listening and questioning techniques that will increase your communication and influencing skills, which will help you to motivate and inspire others. |
| Times | Costs | Non-profit-agencies | LIMITED PLACES |
| 09:30 - 12:30h | £65 | £45 | |
| 13:00 - 16:00h | £65 | £45 | |
| Both | £110 | £80 |
Action Learning QuestionsExploring these three areas can be useful and validating especially when something has gone wrong or when someone has made a significant mistake. It also works when thigs have gone well, to share good practice and to cultivate a celebratory ethos.
üWhat do you like or appreciate about what you did? o This presupposes that there is something positive about what the person did, or at least intended. If s/he cannot think of anything, help to clarify the intent; almost certainly it will have had a positive element. o If they – or you – focus only on the results or outcomes of their efforts, you – or they – may feel ever more inadequate and incompetent. People learn and function better when they feel valued and validated.
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| What might you do differently in a
future, similar situation?
o Give more emphasis to the possible future rather than the immutable past. Rather than an archaeological dig, searching for a bludgeon with which to beat people up, use the past – what actually happened - as source of ‘high value information’. o This question presupposes the person can and will have learnt something from what has gone wrong. o They may well say, ‘Not a thing!’ and your task, if you are interested in developing their confidence and competence, is to help them think for themselves! |
| What support / respources do you need, and from
whom*?
o They may say, ‘trust me and let me get on by myself’ o Depending on the severity and consequences of the issue being addressed, and whether it is a one-off or something of a pattern, you may have to tell them that you cannot do that yet. o This will depend partly on their levels of competence and partly on your willingness to take a risk. * Be clear that, even though they might not get everything they want, you are willing to find or negotiate a mutually acceptable agreement. Even with all the power and status required to impose your will, it might still be wise to establish working relationships that make others feel valued and respected. |