Nov 15, 2009

An unabashed trial balloon from Ontario's HPM Consortium

Every week, my friend Dave Hogg sends me the HPM (High Performance Management) Consortium newsletter, which recently included a thought-provoking topic pondered by the organization’s board. Their conclusions are well worth thinking about because the HPM consortium includes some of Ontario’s companies that are the most experienced in continuous improvement. Dave also asks for feedback, so be sure to comment here or send him your own two cents.

This is a summary of the board’s discussion:

How can we provide our workforce with the skills needed to achieve enhanced accountability and performance that results in assured execution?’ In short – training to provide conversation and crucial confrontation skills to achieve results reduce stress, training that would enable our people to confront opposition or attitudes in ways that generate successful and supported conclusions. We do know that agreements that are not win-win are not sustainable so what kind of training might we consider?

Some initial considerations/thoughts:

1. The training’s duration will be as long as it needs to be to get skills delivered... there is no room any more for feel-good courses.

2. We have learned that hands-on learning sticks - and generates results.

3. One idea to consider is a two-day format with a month or more in between to try out the lessons learned in the workplace.

4. In addition, the training would be linked to the managers and leaders in the areas to ensure the support needed to drive what has been learned.

5. You add the rest... or dispute the above… ;o}

6. What would the training content look like?

Promises broken, deadlines missed, expectations not met, inappropriate behavior – all lead to tension and conflict in the workplace. The impact is wide ranging – high turnover, decreased productivity, increased absenteeism, poor team morale, lower work quality, toxic work environment.

Today’s fast-paced work environment requires full employee engagement and a culture of accountability. Tension cannot be allowed to fester. How a leader or manager addresses the underlying conflict is a determinant of his success as a leader. However, addressing these conflicts can be uncomfortable or can even make the situation worse if not handled well.

The course would need to explore the issues of interpersonal conflict in the workplace and provide participants with the skills to confront conflict in a way that addresses the issue in a direct but safe manner, strengthens work relationships, builds accountability, and boosts corporate culture.

Outcomes: Upon completion, participants will:

· Recognize conflicts ingredients and characteristics
· Understand the four types of conflict behaviors
· Know the importance and benefits of developing conflict competency
· Address the three dimensions of resolution
· Defuse hostility and prevent escalation
· Adapt your personal conflict management style to different situations
· Assess assumptions, perceptions and expectations in conflict situations
· Use a proven technique to hold difficult conversations that get results
· Recover effectively from a conflict situation.

If the balloon is to fly?

1) Email your thoughts and comments now to: dhogg@hpsinc.ca
2) Rate its importance from 1(None) to 10.

1 comment:

Dragan said...

Well, I think that you can't limit your training just on two days or something similar, even if it is on the job training... The true on the job training as described in TWI is a continuous effort of every manager, starting from the team leader up...
Every day, little up... That's the words of lean sensei's... And organisation needs to have that approach also regarding the training of their people... That's the true spirit of kaizen and continuous improvement and also the respect for people...

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