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Introduction to:The Back of the Book . . .Self-Development

Jonamay Lambert HRD Press, Inc. PDF

Introduction to:

The Back of the Book . . .


This section of the book offers an individualized approach to learning about and dealing with conflict.

As you approach the forthcoming exercises, take a moment to think about the value of independent study and the importance of people taking responsibility for their own learning.

While teachers and trainers are basic to many learning processes, there is still room for individuals to contribute to their own learning by exploring their personal insights and experiences.

It is important to recognize that positive learning takes place when an individual is alone or completing a self-study worksheet. The results can enrich personal growth, improve retention, and develop a sense of gratification.

From the learner’s point of view, self-instruction provides a broad range of tools and methods to be used to good advantage. Self-development will enhance management-development courses such as leadership, diversity training, communication, interpersonal skills, and of course, conflict resolution.

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Medium 9780874259414

Chapter 8 - Customize! Customize! Customize!

Bruce Tulgan HRD Press, Inc. PDF

AN EIGHTYSOMETHING MASTER BUTCHER negotiates a 15-hour work week with a neighborhood meat market. He teaches his specialized skills to young non-English-speaking workers. “We use our own sign language,” he laughs.

“It works fine.”

A retired Schwarzkopfer from the heavy-equipment industry returns from a three-week project in Australia. His former employer had lured him back after six years of retirement.

They knew his expertise in setting up financial systems far surpassed that of their present employees.

A retired Boomer fire chief who owns a managementtraining business posts his resume online. Within

10 minutes he receives a call from a fire-equipment distributor looking for a regional sales manager. He negotiates a telecommuting work arrangement, a signing bonus of a month’s salary, flexible vacation time, and the chance to promote his training business throughout the company’s sales territory.

Welcome to the free market of multigenerational talent.

Skilled and talented people of all ages will always be up for grabs—and they know it. They’re looking for options and opportunities for learning, growing, adding value,

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Medium 9780874259193

ACTIVITY 19: Collaborative Teaming

Peter Garber HRD Press, Inc. PDF


Collaborative Teaming


To review how important collaboration is to teamwork


This activity involves a discussion concerning the relationship between collaboration and teamwork and how important each is to the other.


30 minutes


None required


1. Introduce the activity by explaining that collaboration represents a different level of teamwork.

2. The focus needs to be on ensuring that the following collaborative teaming concepts are included in the process:

Team effort

Mutual interest

Two-way communications

Sharing information


3. Ask participants if they believe it is possible to be on a team and not feel that these concepts are present.

4. Ask participants if they have ever been on a team where these concepts were not present.

5. Discuss what problems or obstacles to the team process the lack of collaborative factors caused and how ensuring that these collaborative factors are present in future teams can improve the process.

6. Emphasize that collaborative teams need to ensure that these critical factors are present.

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Activity 8 The Path to Success

Elizabeth Sanson HRD Press, Inc. PDF

Activity 8

The Path to Success


This activity supplements an organization’s appraisal process by briefing participants on how to research and write a personal development plan.

Target Group

All support staff


To develop the ability to follow a chosen career path by identifying and seizing opportunities

To build the flexibility to continue developing within existing roles and/or prepare for promotion

To improve awareness of transferable skills

To develop personal confidence

Number of Participants

Any number of participants, bearing in mind that the trainer will need to interview each person individually to complete the activity


20 minutes for the initial meeting

Approximately 3 hours for individual work

Approximately 30 to 45 minutes for interviews with each individual


Overhead projector and screen

Transparency 8-1

Folders for each participant

Worksheets 8-1, 8-2, and 8-3



Speak to each participant’s department head to explain the purpose of this training activity and tell them that their staff members may need to discuss certain points with them to complete their worksheets.

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Spelling Out

Jaqueline Stewart HRD Press, Inc. PDF


Spelling Out

Description: This activity is designed to improve message-taking techniques.

Objective: By the end of this activity, participants will have been shown the

importance of correctly recording messages, including surnames and company names.

Group Size: Maximum of 15 participants.

Time: Approximately 30 minutes.

Materials Required:



One copy of Exercises 35.1 and 35.2 for each participant

Notepaper and pens or pencils for participants

Meeting rooms

Messages are often taken incorrectly. Individuals are reluctant to ask for spellings of names or to check them. This can cause misunderstandings and mistakes that can be very expensive for the business. A letter sent with the client’s name spelled incorrectly can result in a contract being lost to a more detail-conscious company.

A name taken without an initial or a company name may be confused with another individual elsewhere.


Ask participants how they take messages and what problems they have had.


Divide the group into two teams. The first two members of each team can stay in the room, while the others have to wait in another room so they cannot overhear.

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