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Medium 9781609947231

Frequently Asked Questions about the Talent Catalyst Conversation

Don Maruska Berrett-Koehler Publishers ePub

The Talent Catalyst Conversation Guide, in chapter 2, provides the core information you need to conduct a Conversation — narrative, questions, and cues for the Catalyst. The following frequently asked questions and answers provide opportunities for both the Talent Catalyst and the participant to delve more deeply into the dynamics of the steps and ways to navigate issues that may arise.

Step 1: Connect with Your Hopes

What if the participant isn’t clear about her or his hopes?

Some people may not be clear about their hopes. After all, it’s not every day that people are asked about them! However, that’s the freshness and value of the question. So, take some time together to explore and listen. If the Talent Catalyst doesn’t see real energy or enthusiasm arising in response to the question, inquire further about what is important to the participant.

Some people fear expressing their hopes because they don’t know whether other people would support them and whether their hopes are achievable. In short, fears block them. That’s why we ask participants only to express why their hopes are important to them. We don’t ask them to explain their choices or defend whether or how they might accomplish them. The steps in Rounds II and III will help them to find pathways.

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Medium 9781576754375

9 Harold’s Progress Check

Mike Song Berrett-Koehler Publishers ePub

Our next meeting had been strategically scheduled to occur at Harold’s office in the Foster and Schrubb HQ building. Janet, Harold’s administrative assistant, greeted me with a big smile as I stepped off the elevator. She leaned over and whispered, “So you’re the one who’s helping Harold with his email?”

“I am,” I said with a smile.

“Well, just between you and me, it’s working.”

“What’s working?”

“The Hamster Revolution.”

“You know about the Hamster Revolution?”

“Of course! That’s all Harold’s talked about for the past week.”

“Has anything changed as a result?” I asked.

“It’s made my job a lot easier. I don’t manage Harold’s inbox, but we do send each other a lot of email. He’s suddenly sending a lot less to everyone and the email he does send is much easier to understand. And one other thing…”

Janet stopped walking and whispered, “He seems a little more like his old self, if you know what I mean.”

“In what way?” I asked leaning forward.

“Well you know,” said Janet cautiously, “in his overall, er, demeanor.”

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Medium 9781605099224

One Voice, Instinct, and the Oral Tradition: A Context for Voice

Barbara McAfee Berrett-Koehler Publishers ePub

 

 

What is life? It is the flash
of a firefly in the night. It is
the breath of a buffalo in the
wintertime. It is the little
shadow which runs across
the grass and loses itself
in the sunset.

Crowfoot, Blackfoot
warrior and orator

 

Our voices carry a rich legacy. How we speak and listen today has emerged from the long unfolding story of human history. In her book The Four-Fold Way, cultural anthropologist and author Angeles Arrien suggests that indigenous wisdom and practices have an essential role to play in restoring our balance with each other and the earth. She discovered that voice—as expressed in song, sound, breath, story, and even silence—is a vital element in indigenous societies around the world. In many of these cultures, the voice is directly linked to the soul or spirit of a person.1

The oral tradition is an enormous area of study, as is language development in individuals and societies. I must, however, make brief mention of these subjects as a way to root this exploration of voice in a deeper appreciation for our individual and collective vocal heritage. Let’s begin with your own vocal genesis.

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Medium 9780874257632

THE NEW AUDIT SYSTEM

Ira Asherman HRD Press PDF

ROLE PLAY #1

PAUL STONE

Study Monitor

Melody Klein from Auditing called you earlier in the week to confirm your appointment to review the audit findings on the study that Joan Morris recently completed. You and Joan go back a lot of years; she has done a number of studies for you in the past, both here at Acme and at your previous company.

She has always done excellent work. Audits conducted early on in the study generally reveal problems, but Joan’s work is considered to be first-rate by the time she finishes. This is the first major study that she has completed for you here at Acme.

Several months into the current study, the company conducted an audit, and several problems were identified. You met with Joan and her study coordinator, and went over the numbers. As far as you can tell, everything was taken care of.

Follow-up discussions with Joan confirmed your intuition. You’ve paid close attention to this study because it’s so important.

You were very surprised when Melody called you to say that a number of problems were identified in the latest audit. At your request, she sent over the findings yesterday. You reviewed them in preparation for this meeting, and are very troubled and surprised. This looks like a totally different study than the one that was audited six months ago. You can’t believe that it is one of Joan’s studies. You heard that a new system for field audits was being initiated. Of course, you’re not sure, but it sure sounds as if the rules were changed in the middle of the game. You wondered why this audit was taking so long, so you called Melody’s office to find out.

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Medium 9781626560772

14 How does she represent you to others?

Steve Arneson Berrett-Koehler Publishers ePub

One of your boss’s responsibilities involves evaluating your performance and potential. In doing so, she will be sharing this assessment with other leaders in the company. If you work in a large firm, this happens in the formal talent review process, where senior leaders gather to discuss you and your peers. If you’re in a smaller company, it’s more informal, but she’s still sharing her evaluation of you with her boss and others. So, do you have an idea of how she’s representing you? How she’s describing your performance, attitude, and work ethic? Whether she supports your potential to advance in the company? This might be the hardest of all insights to read and verify, but it’s important that you have some idea of how she’s presenting you to the organization. There are at least three evaluations she’s making at all times, and each has to do with what she wants from you.

First, she’s comparing you to a standard or model of what she expects from a direct report. If she has been managing people for a while, she has a strong sense of what she wants in an employee (remember her preferences). Try this exercise: Write down the qualities of her ideal employee and compare yourself to this list. How well do you match up? This is the first test of whether you’re delivering what she wants, and most of this is likely to be about your makeup. Do you match her ideal profile of work ethic, attitude, passion, teamwork, etc.? While this may seem like a comparison to a fixed standard, it’s more than that. Fair or not, your boss is talking to other managers about how you match her perfect-employee model. In fact, there may be cultural norms that make this prototype fairly common across the organization.

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Medium 9781599961965

#16: Organizational Oxymorons

Marlene Caroselli HRD Press, Inc. PDF

#16: Organizational Oxymorons

Overview:

There are two parts to this activity. Participants begin with easy, lighthearted oxymoronic expressions. Then, they are asked to amplify oxymorons in relation to the workplace, developing as they do so the awareness that the first step in learning is confusion.

Objective:

To expose participants to dialectical thought, requiring them to make sense

(synthesis) of two seemingly contradictory viewpoints (thesis, antithesis).

Supplies:

Time:

Worksheets #16-1 and #16-2

Long table (optional)

Approximately 25 minutes

Advance

Preparation:

Make copies of both worksheets, one of each per participant. If flexible seating is possible, arrange for participants to sit together in groups of four. If a long table is available, put it in the front of the room with several chairs

(enough for a spokesperson from each group). The spokespersons will sit facing the other participants.

Participants/

Application:

This exercise can be used as a brainteaser at the beginning of a training session or as an energizer at any point during the program. Depending on the nature of the training being done, the organizational oxymorons can be tailored to coincide with particular instructional emphases in such areas as supervision, management, team-building, or planning and preparation for the future.

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Medium 9781576755822

5: In the Mind of the Complaining Customer

Barlow, Janelle Berrett-Koehler Publishers ePub

When customers have problems with products they have purchased, few will bother to complain if the products are low in price. The research group TARP found that somewhere between 1 and 5 percent will complain to management or headquarters—that is, to someone who will or can do something about the problem.1 About half the customers who are dissatisfied will just walk away and not return. What about the other 45 percent? They will complain to customer-facing staff. So, if service representatives are inclined to take care of customers and are empowered to do so, there’s a good chance that many of these customers can be retained.

For small-ticket items, only about 4 percent of disassatified customers complain to retail outlets; if they purchased a large-ticket item, about half of dissatisfied consumers will complain to customer-facing staff and between 5 and 10 percent escalate to local management or corporate offices. Having readily accessible toll-free numbers will double the number of calls to corporate offices. But TARP estimates that senior executives receive only one out of one hundred to five hundred complaints that come into headquarters.2 TARP, incidentally, has replicated its research in almost every industry and in more than twenty countries, and these figures hold across the marketplace and around the world.99

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Medium 9781782201311

CHAPTER SIX Forms of interaction

Robert French Karnac Books PDF

CHAPTER SIX

Forms of interaction

W

e turn now to the final piece in the jigsaw of Bion’s ideas on groups—although as the best-known of his contributions to group theory it is often the first or only piece many people pick up. He noticed that three “patterns of behaviour” (1961, p. 175) kept appearing in group interactions: dependency, fight–flight, and pairing.

He also realised that these forms of interaction can indicate a shared group mentality rather than an individual one as, for example, when a group comes to think in a dependent way and to behave accordingly.

Consequently, by giving attention to the manifest behaviours within a group, we can gain an insight into the dynamics at play. Focusing on the nature and impact of the interactions can help us to understand what is going on and so provide a basis for helping the group to stay with or return to its purpose.

In this chapter, we describe the general characteristics of each form of interaction largely by means of illustration, and we explore how they can manifest in, and impact upon, group dynamics. We also focus on the ways in which they appear in groups dominated by attention as opposed to those dominated by distraction. The key question for working in groups is always the same: how can an understanding of these dynamics help to assess whether a specific interaction is

95

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Medium 9781845936396

4: Trust-building Features in Traditional Cross-border Transactions in Food Supply Networks

Canavari, M. CABI PDF

4

Trust-building Features in

Traditional Cross-border

Transactions in Food

Supply Networks

Oliver Meixner*, Rainer Haas and Christoph Ameseder

University of Natural Resources and Life Sciences, Vienna, Austria

Executive Summary

In this chapter we assess the importance of trust-building features in food supply networks where business-to-business (B2B) applications are used to promote transactions. Results from this evaluation show that product-related attributes are the most important ones, and the use of product-related trust features fosters trustworthiness. But the findings also highlight that different cultures (and – to a limited extent – different food sectors) require the use of different trust features. The personal aspect seems to be the dominant force in relationship-­oriented cultures; hard facts like product attributes are more important in task-oriented cultures.

4.1

Introduction

Mutual trust is a prerequisite for doing business over the long term. The seller has to be able to rely on the buyer’s willingness to pay, just as the buyer has to be sure that the products he/she is going to receive are of the required quantity and quality. If companies are satisfied with the performance of their business partners, the chances of a long-term relationship continuing will increase; otherwise, they will decline. Traditionally, commercial dealings have been shaped by the personal relationships between the people representing the companies involved; however, today many business relationships are established and sustained virtually through the use of B2B e-commerce. In view of this, a key question is ‘how can trust be generated if business partners

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Medium 9781599960647

Activity 39 Getting Organized

Elizabeth Sanson HRD Press, Inc. PDF

Activity 39 (concluded)

3. Either ask the participants to work individually on the next two exercises, using sheets of paper, or divide them into groups of two or three, giving each group a flipchart. Ask them to prepare a process chart for the following sequence of events:

Telephone rings.

Pick up handset.

Give greeting.

Listen to the caller, ask questions, give responses, take notes.

Agree on follow-up action.

Close conversation.

Display Transparency 39-1 so that the participants can refer to the sequence while they work.

4. Ask participants to present their results to each other and discuss the merits of each group’s efforts. Display Transparency 39-2 as a suggested answer.

5. Illustrate that questions, for which there might be a possible “yes” or “no” response, are represented by a diamond-shaped box:

Is the call a question?

6. Ask the participants to prepare a second process chart on the same topic as before (answering the telephone) and to include at least two “yes/no” questions.

Ask them to present their results to each other as before, then display Transparency 39-3 as a suggested answer.

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Medium 9781605098753

From Vision to Reality: The Three Hows

Ken Blanchard Berrett-Koehler Publishers ePub

Jim and I achieved what we had initially agreed to do: We identified the three key elements of a compelling vision. We were both pleased with what we had accomplished.

One Tuesday morning, we sat quietly looking at each other over our cups of coffee.

Its one thing to identify the vision, Jim remarked. Its another to make it happen. Im clear about my vision for the agency, but most people in the company are not on board yet. Ive been talking about it a lot, but I dont think people are really getting it the way I want them to. I want them to be excited about it. I want them to feel a sense of ownership for making it come alive.

So youre saying that coming up with a great vision that includes all three elements is not enough, I said.

Right, said Jim. Ive thought about having marketing create something so everyone could have a copy.

Id enjoy working on that project, I replied. But Im not sure it would give people the sense of ownership youre looking for.

Youre right, said Jim. If people dont buy into it, its likely to be framed and forgotten.

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Medium 9781597268769

Part Five - Water: Life’s Common Wealth

Peter G. Brown, Jeremy J. Schmidt Island Press ePub

A thing is right when it tends to preserve the integrity, stability, and beauty of the biotic community. It is wrong when it tends otherwise.

Aldo Leopold1



UNDERSTANDING AND EVALUATING our moral obligations requires making judgments regarding which aspects of a particular situation are ethically relevant. In this sense, the ideas of the previous section on water as a community resource are primarily concerned with the interests of humans. Alternately, and as this section considers, one may begin with a broader determination of what interests count as part of the moral equation, or who and what belongs in the moral community.

Arguments regarding moral consideration and the environment typically take three forms. The first is to extend the boundaries of the moral community by appealing to a common characteristic between humans and nonhumans. For example,Albert Schweitzer argued that we must respect the will-to-live wherever we find it, including in the lives of individual nonhuman animals and plants.2 Schweitzers arguments, and ones like them, typically depend on finding a common characteristic between human and other life, and then arguing that if we respect humans because they have this characteristic then we have to respect other creatures that share it.

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Medium 9781599962039

106—Getting to the Root of a Problem

TRC Interactive HRD Press, Inc. PDF

Preparation

• Make copies of the application exercise for each participant.

• Provide pencils for participants.

• Have a whiteboard or flipchart and markers available to use during the

discussion.

• The room should be flexible to accommodate small group discussion.

Process

• Distribute a copy of the application exercise to each participant. Tell them that

they’ll have about 30 minutes to complete the action plan.

• If participants cannot think of any problems facing them at the present time,

ask them to work through a previous problem following the steps outlined in the exercise.

• Suggest that participants make their answers as specific as possible and that

they carefully think through the exercise. Caution them not to rely on “old” methods of solving the problem but to creatively apply new techniques. Ask them to explore ways they’ve not previously tried to reach their solutions.

• To reinforce this point, suggest that they be as positive in their approach as

possible. Ask them to avoid approaching the problem with any preset solution or answer. This may be difficult if they’ve been struggling with the problem over a period of time.

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Medium 9780874257168

6. Ethical Leadership - Park Your Ethicar in the Harvard Yard

Marlene Caroselli HRD Press, Inc. PDF

6. Ethical Leadership

Park Your Ethicar in the Harvard Yard

Approximately 45 minutes

OVERVIEW

A quarter of a century ago, Harvard undertook a study of why businesspeople behave unethically. With this exercise, participants list reasons for unethical behavior. They are then asked to prioritize their reasons as a small group and to compare their answers to those provided decades ago.

PURPOSE

To provoke thought and discussion regarding root causes of unethical behavior.

GROUP SIZE

Any size group. Participants will first work alone and then in small groups.

ROOM ARRANGEMENT

If possible, table groups for four or five participants.

MATERIALS

Overhead projector

Transparency 6.1, “Six Reasons”

Optional: Newspaper articles related to business ethics

METHOD

1. Begin with a brief discussion of current events related to business ethics. If possible, distribute the newspaper articles and allow a few moments for cursory review.

2. Next, ask participants, working alone, to list six possible reasons for such behavior.

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Medium 9781626560772

STEP 3 Take Responsibility for the Relationship

Steve Arneson Berrett-Koehler Publishers ePub

Sections 1 and 2 were all about awareness and understanding. The questions were designed to open your mind by taking a deeper look at your boss’s motives, and by seeing the relationship from his or her perspective. Equipped with these insights, it’s time for you to take responsibility for the relationship. Remember, you’re not going to change your boss; improvement will come by modifying your attitude and behavior. In this section, I’ll provide general tips and techniques for making these adjustments, and offer specific recommendations for four common boss/motive scenarios.

Let’s start by discussing the most important adjustment you need to make—your attitude. Any progress you make with your boss has to be rooted in a new way of looking at him. You’ll never successfully change your behavior if you don’t first adjust your attitude. I believe these two concepts are equally important; you need to be intentional about changing your attitude and your behavior. Adjusting your attitude starts with changing the way you view your boss.

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