… of Program Design & Framing
Step 1: Assessing Team Needs. Understanding the Present & Future Direction
We discuss, initially, with your administration or management team where it is you are and where it is you want to go as a business. Our focus in these conversations is clearly not to take on a business consulting role, but rather to listen and understand the short and long term focuses of the organization.
Understanding your culture and how it works in relation to your business goals is important to us in creating the right developmental opportunity.
Step 2: Understanding the Opportunities. Specific Issues & Barriers
We need to understand your specific concerns; what it is you feel may present barriers to meeting and exceeding organizational goals. Seeing the opportunities for improvement and development within your specific culture are key elements to the design and framing of our programs.
We may even use this step to research issues and barriers from an employee perspective. Using written or verbal feedback tools, the option is there to research what is it the employees feel represent the opportunities for betterment… 'employee success planning''.
In meeting with your management team, we may define opportunities such as, for example, the need to
build stronger relationships
within the team,
build respect and understanding for the roles of others
or a focus on developing
more effective communication
channels between departments within the organization. Together we work to define the direction in which we focus our training opportunities.
Below are just some of the areas of focus we tend to discuss in understanding the specific issues and barriers as we move on to Step 3:
understanding and respecting the roles of others,
working together as a team,
bridging the gap between management and work teams,
effectively dealing with change,
meeting deadlines, goal setting,
celebrating successes, handling work stress…
Step 3: Defining the Areas of Focus. Pulling Together the Information
Now we can pull together what we know about the overall picture and the specific issues that are effecting the outcome. We partner with your HR team, management team or decision-makers as necessary to Define the Areas of Focus. That is, we define what issues we are going to focus on as we move on to the developmental process. This literally comes down to creating 3 to 5 short phrases that serve as our main focus for the training.
Relationship building. Learning more about the individuals on our team.
Enhancement of communication opportunities between the design team and the marketing team. Valuing those opportunities.
At the source, taking ownership of customer concerns as they are presented.
Celebrating our small successes as an organization. Appreciating others.
Step 4: Creating Program Options and making a Choice that Fits
Our team can now go to work in creating options that are specifically designed to meet the needs of your team.
We can utilize a wide array of experiences,indoors or outdoors, in-house or externally, that will provide maximum benefit and a clear opportunity to transfer the learning back to the workplace. Usually 2 or 3 options will be presented and discussed as we, together, make a choice that fits.
By isomorphically framing many of the experiences, we set up a clear path to ensuring that the delivery offers powerful results.
Step 5: The Delivery and Follow-up; A Facilitation Team Focus
The success of program delivery is based primarily on two factors:
the time and commitment that we put in to the program development process and,
the skills and abilities of our Facilitators. This makes up our foundation as a business. Using an experiential-based approach coupled with in-depth debriefs, our team works during delivery to facilitate powerful learnings and make effective transfers back to the workplace.
How we frame the learnings is something that remains flexible. Some teams like to leave with formal commitments, others prefer to let participants digest the information and come back with ideas and commitments at future meetings. Either way, the participants on the team, as an effectively facilitated approach would suggest, are the ones who provide the answer to: 'what does this all mean to the organization and what will I do to make it happen?"
A follow-up with the organization, in some format, is important. We use this to debrief the program, to evaluate
and to make decisions on the next step. This helps us to ensure that we have clearly been able to harness the opportunities that were created during program delivery.
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