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Medium 9780874251784

5 At the End of the Day (1)

Lelslie Rae HRD Press, Inc. PDF

5 At the End of the Day (1)


Many training events need a periodic, even daily, review of how progress is seen by the participants. A relevant questionnaire can help this activity.


This is suitable for any training event that requires interim review and for which any subsequent modification can be made based on feedback.


To give participants the opportunity to review and reflect on the training material of the day

To give participants time and guidelines for considering their views about the course and learning process

To preface a discussion about learning process

To give the trainer feedback about the learning process so that modifications might be made to the training if necessary



As with all interim validation assessments, there may be risk for the participants when feedback is provided by fellow participants. There can also be risk for the trainer who may receive feedback that is unwelcome and difficult to incorporate or resolve.

All interim assessments have a core reasoning that if the feedback shows that all is not well, something can/will be done. If this is not the intention or if it is not structurally possible to change, the process of assessment should not be initiated.

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Medium 9780874254983

Four Conflict Resolution Styles:When to Use Each

Jonamay Lambert HRD Press, Inc. PDF

Four Conflict Resolution Styles:

When to Use Each

PURPOSE OF THE EXERCISE: To become more familiar with the four basic conflict-resolution styles, and to learn to recognize when one style will be more useful than others.

INTRODUCTION: There are four conflict-resolution styles: Avoidance,

Competition, Adaptation, and Cooperation. Each of these four styles works best in different circumstances. This exercise is an opportunity to explore situations when one style might be more effective than others.


The four conflict resolution styles are identified as:

Avoidance—where people withdraw to avoid conflict. They believe it is hopeless to try to resolve conflict, and usually step away from a conflict situation. This style leads to a “lose-lose” situation.

Competition—where one disputant tries to overpower another disputant by forcing his or her own solution on the other person. This style is considered a

“win-lose” approach.

Adaptation—where people feel that relationships are more important than their own goals. They want to be liked and accepted; harmony is the important goal.

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Medium 9781599960524

33 Picture This

Wendy Denham HRD Press, Inc. PDF

33 Picture This



This activity begins with participants individually producing a visual image that expresses their thoughts about their company’s current appraisal system. The participants use the pictures as a base to elaborate on their thoughts. Similarities and differences between the views expressed on paper and verbally are then explored. A future course of action is then compiled, if necessary.

Ideally, this activity should be run with participants who all work for the same company. This exercise can be used in three ways:


As an icebreaker to encourage all participants to join in a discussion on their company’s system


As an energizer, providing variety during a course where many of the exercises are written


As a continuation of Activity 7: Bull’s-eye.

If participants generate their pictures as pre-work and bring them to the session, they can be used to discuss, produce, and agree on future objectives and action plans.


To establish the views of the participants on the current appraisal system

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16 Hunt and Find

Teresa Williams HRD Press, Inc. PDF

16 Hunt and Find

Trainer’s Notes












This activity is suitable for any or all of the following:

To serve as an icebreaker or as preparation for more serious teamwork

To analyze teamwork and leadership style

To explore team communication skills

To review planning, organizing, monitoring, and controlling skills

This activity requires a team of people to find a variety of items, which have been assigned point values. The team earning the highest number of points wins. It is an enjoyable way for participants to get to know each other and learn about their own strengths and weaknesses.

Allow an hour for the activity and its review.

Groups of 4 to 6 participants are suggested. It is best with more than one team in a competitive mode.

Decide whether you want to appoint leaders or to allow participants to volunteer.

Decide whether you want to appoint observers or to allow participants to volunteer.


A separate working area for each team

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Chapter 2: The Innovative Mind

Richard Brynteson HRD Press, Inc. PDF

Chapter 2:

The Innovative Mind

“Our business needs a massive transfusion of  talent, and talent, I believe, is most likely to be  found among non­conformists, dissenters, and  rebels.” 

David Ogilvy

Here’s a paradoxical question: Are innovators born  or are they made? 

  Innovation is not an event, it is a mindset. So,  what is the exact mindset of an innovator? Since  innovators’ mindsets are very diverse, there is no  one answer. Two dashes of Gates, add a cup of 

Einstein, throw in a tablespoon of Ford, and simmer  in Edison’s lab for a couple years, and—Voila! You  have a bona fide, guaranteed innovator. 

  So what is the answer to my question: Are inno‐ vators born or are they made? An astrologer might  say that a person with their sun in Cancer and  moon in Aries might have a better chance at being  an innovator than one with, say, a sun in Virgo and  moon in Scorpio. A psychologist might say that a  person with a Myers Briggs of ENFP might be natu‐ rally a better innovator than an ISFJ. A psychologist  might also look at birth order, or how dysfunctional  the family of origin is, or at what age the child was  toilet trained. A sociologist might look at the culture  

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