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A New Dimension Of Trainings & Development Through Directive Communication Psychology

adminbmt November 8, 2013

Today the world is boundary less with fierce global competition. It’s an era of outsourcing and even the developing countries have to perform under stiff competition to exist. Therefore the staff is under immense pressure to work to the existing high standards. As a result of this, new horizons in the field of trainings of human potential have to be developed. With changing work cultures, training strategies have to be redesigned with fresher outlook and a wider spectrum of activities. With new designs to be created it is imperative that the research and development departments today have to overwork. Needless to say, training organizations such as ours are constantly in the process of refurbishing old training methodology and developing newer concepts in the field of behavioral trainings.

Training need analysis cross referenced with organizational goals and possible succession planning would have given you what you need to formulate a people development strategy, but now the way organizations function and interact have changed. As the world gets smaller through technology our competitive organizations become Cross cultural, multinational and virtual. Speed and competence are no longer luxuries, they are essential! The competition is fast and new products and services are becoming more innovative, and we must go beyond keeping up in mind that we must excel.

HOW THE NEED FOR THE TRAINING ARISES?

We are Greatly Affected by the Competence or Incompetence of those we work with. Our ability to cope with modern business weighs heavily on our human mind because when others do not perform, cooperate, or support us, WE are riddled with stress as it is OUR jobs and OUR success that is affected. We would send those people out to be fixed so our jobs could be made easier by making them more competent. We determined what needed to be fixed with Training Needs Analysis in line with Organizational Goals.


When we developed their soft skills, we wanted them to be Team Players, More Cooperative, Better Service Providers, Better sales People or Marketers, Better Leaders or Managers. We wanted them to be more Effective and Productive in their work, to deal with people in an empowering way to achieve even higher loyalty and productivity goals.

So what did we do?

We sent them for training, 2 days here, 2 days there; learn one set of skills and then another set – some learned to give good service and then to manage that service, others learned to be more effective and then to lead others to do the same, most workshops disconnected from the previous and providing knowledge independent of the ultimate goal…

ANALYSIS OF PRESENT SCENARIO?

An organization wants to develop a cohesive, cooperative, passionate organization that dealt with problems in an intelligent and powerful way and moves forward at ultracompetitive speeds to meet the organizational goal within stipulated deadline.

So how do you accomplish this?

First, there are 7 questions you must ask about your current training and development strategies.

1. How much of the soft skills learned in training is applied?

2. Of those applied, how long does it last?

3. Is the key knowledge reinforced through the employee’s job?

4. Is there a common denominator in all your soft skills training where all employees can relate to each other regardless of their department or function?

5. Is your current training closely tied to your organizational vision?

6. For each person who gets training, how many others are positively affected when they return?

7. Is the time employees spend in training recovered in productivity, innovation or less wastage of resources?

If you are like most organizations in reference to training, the answers to these questions would be less than satisfactory. Here is how most people have answered:

1. Only retain about 20% of material

2. Usually lasts for a short time leaving a yield of less than 6% of soft skills applied

3. Difficult to get senior people to participate, so reinforcement is sparse

4. Multiple methodologies and concepts create a scattered and divided organizational perspective

5. Don’t know how

6. No specific structure in place to share learning

7. Training ROI difficult to calculate

3 POINTS SOLUTION THROUGH DC PSYCHOLOGY TO THE PRESENT PROBLEM?

First: Start with a common vision. This is not a management vision or even an organizational vision. It is a vision how your organization and people can prosper by working together and being more competent – it is a vision of an ideal working environment.

Now ask:

• What is your ideal working environment?

• What are the key barriers preventing this ideal working environment?

• What must people “Become” in order to overcome these barriers?

• What structures or policies are in place that is strengthening these barriers?

• What are the most common complaints about the workplace (other than money)?

By having a clear Big Picture of your company’s ideal working environment, it becomes easier to organize a strategy to achieve it. And Training is only a part of it, the key lies in the Group Dynamics.

So, the next question should be: HOW DO YOU GET EVERYBODY TO HAVE THAT SAME VISION?

The answer may not really surprise you, but they already have it. Don’t believe me? Ask around, you will find that the answers are directly related to the emotional gratifications of what you and they are NOT GETTING at your work!

So if everyone has the same vision, why can’t they achieve it?

…Because the process gets in the way of the outcome.

Everybody has a different “right way” to do things which creates frustration, and minimizes the desire for cooperation.

Second: Get your people using a Common methodology that will help them to be aware of psychology behind the group dynamics. The awareness of what is preventing the organization from creating that ideal work environment can be discovered by the Directive Communication™ methodology.

Why a common methodology? If the individual can see their affect on the group dynamics, the group can collectively address those dynamics. And, if there is a common language to encouragingly communicate the various “unmentionables” that usually get unfavorable reactions, then you are setting a foundation for that ideal environment and that common vision.

1.       What are the benefits a psychology based common training methodology and language?

a. Common foundations across soft skill disciplines develop greater communication, cooperation and effective interaction. a. People know more about each other’s work processes

b. Faster, easier communication

c. People can relate to other departments work well

2.       Use of common language provides consistent reinforcement of core learning which leads to superior implementation of multiple applications

3.       The DC psychology foundations (or other) affect group dynamics – team building is a byproduct of learning

4. Affects corporate culture to yield a more fulfilling and less stressful work environment

But how do you get a common methodology into the diverse spectrum of people, objectives, and soft skill competence throughout your organization? And more importantly, how do you get the staff to WANT IT?

Third: Before any training starts, there are 5 integrations that should be set and incorporated into the training system to maximize the full effect of training and creating this ideal work environment that will yield a more passionate organizational culture. These are:

1. Know your people, set the mechanism to identify how your people perceive the world around them, their current aptitudes and motivations, and what gaps exist in their perceptions of their coworkers.

2. Set the structure for measuring progress of the individuals as well as the organization

3. Tools that use and reinforce training and learning’s must be incorporated into SOPs for meetings, management coaching, or brainstorming sessions.

4. The training information ether recorded or in a multimedia format accessible to all

5. The selection and placement process set up to incorporate elements of the methodology and the organizational development objectives including cultural and motivational fit

Systematic implementation will eventually immerse the organization in this foundational methodology with constant learning reinforcement and provide a passionate, cooperative and diligent work environment which is always focused on organizational goal. It will also prove to be an exemplary model for personal & organizational effectiveness and fulfillment.

 

 
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