842 Chapters
Medium 9781599960661

36-Engaging Knowledge Experts

Peter R. Garber HRD Press PDF

Part VI–Employee Engagement Communications


Engaging Knowledge Experts

Activity Description

Time Guideline: 45 minutes


To emphasize the point that all the knowledge in an organization is not at the top depending on the subject


Models are introduced describing where knowledge about a particular problem in an organization might be found.


Handouts 36.1, 36.2, and 36.3


Begin the activity by asking the question where’s the knowledge in your organization?

Distribute copies of Handout 36.1 to participants or make an overhead transparency of the handout to display. Review this knowledge scale and emphasize that it would be different for every problem or issue that an organization might face.

Explain that organizations are learning that who has the knowledge concerning a problem is really a matter of engagement. The more engaged employees are in their jobs, the more their job expertise and knowledge is used. This is good for both the organization and employees. The organization has the benefit of having the most knowledgeable people working on solving problems, and employees feel a greater sense of accomplishment. When you combine recognition and rewards for employees for the job knowledge and problem-solving abilities, you begin to have an engaged workforce.

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Medium 9780874251845

23 How We Could Really Fail

Cox Geof HRD Press PDF


How We Could Really Fail


This activity helps people to look at all the potential problems a project may have.

By thinking about these ahead of time, some of them can be prevented.


This activity is appropriate when a group does not plan properly or if minor problems are arising. It is also appropriate if there is a very high risk with a project. This activity will identify the risks and help people prepare to deal with them.





To develop a list of potential problems with a project

To deal with the individual concerns and fears people have about a project

To begin dealing with some of the problems that are identified

Trainer Guidance

This activity works best when participants are encouraged to have fun and to be unrestrained in their thinking. The idea is not to talk about what might possibly go slightly wrong, but to talk about all the possibilities for real disaster. This is a way of discovering individual and group fears, and then addressing them.


20 minutes

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Medium 9780874259773

Case Study 12. Beverly Comes Full Circle

Alan Clardy HRD Press PDF

Case 12

Beverly Comes Full Circle

Background Information

Beverly Wyman took her job as supervisor very seriously. Though only 33 years old and somewhat new to the company, she liked her work and believed she did a good job. Beverly was in charge of the Consumer Credit Sales Group of the First

Union National Bank. She was in charge of seven credit sales representatives

(CSRs). Her sales group was formed six months ago to aggressively sell and market the bank’s various car, boat, and other personal loans. Beverly was promoted and became group supervisor shortly after the group was started, moving up from an assistant manager’s job in the nearby Credit Analysis Section. Some problems in the Analysis Section kept her there longer than was anticipated, and she joined her sales group after it had already started operating.

Even though she was generally pleased with the progress her sales group was making, she did have a problem: Bob Watson. As she thought back, she knew why this was so painful now.

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Medium 9780874252187

Activity 36 Say what you mean!

Donna Berry HRD Press PDF

Activity 36

50 Activities for Coaching/Mentoring


Step 1: Introduce the activity and distribute Exercise 36.1.


Explain that well-intentioned phrases can be misinterpreted when inflection is improper.

The participants will use Exercise 36.1 to practice changing inflection.

Instruct them to follow the instructions given in the exercise. You might want to demonstrate the example. Practice in advance to feel comfortable.

Step 2: Observe the activity.


Walk among the groups to hear the changes in inflection. Help those who are having difficulty.

Step 3: Continue the activity.


Direct participants to use the phrases again, this time using a tone of voice that depicts a mood. Draw their attention to instructions 3 and 4.

Step 4: Observe the activity.


Listen as they practice.

Step 5: Review the activity.


Questions you might ask:

How did meaning, inflection, and tone change?

How would tone and inflection affect the employee’s response to the coach?

What have we learned with this activity?

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Medium 9780874251845

2 Attributes

Cox Geof HRD Press PDF
2 Attributes

Description: This activity uses a creative technique that examines each attribute or characteristic of an object, thus opening up the chance of developing further uses for it, and creating new possibilities by changing or improving the characteristic. SituationsAttributes works best when an object or product, rather than an intangible idea, is being considered for improvement or change. It will create new possibilities for products, and is therefore of particular use for product design and marketing teams.

Objectives: To create possible innovations and improvements in an object or product

To gain greater insight into the uses of an object or product
Trainer Guidance

Many people have a tendency to limit their thinking to the obvious and already known, thus limiting the capability for innovation in terms of use and development of a product. Listing the attributes of a product or object will help gain more insight into its potential uses, freeing the mind from its stereotyping.   See All Chapters

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