Member Since: 31st Oct 2015
25th Mar 2004
Historically, IT Training is conducted in a manner that is not necessarily "interpersonally friendly". Interestingly, Senior IT Executives & Corporate Training personnel have come to recognize that IT Managers & Professionals benefit themselves & the organizations for whom they work when they receive "soft skills training". On site, facilitator led interpersonal skills training is especially effective if it is IT specific. One corporation that has led the movement to assist IT departments align themselves as partners with the other business units in an Enterprise is Rockville Center, NY based Interpersonal Technology Group, founded in 1981.
3rd Oct 2002
Hi I've used this model many times to illustrate the different stages of learning and therefore potential for both the supervisee and supervisor in a thing called clinical supervision in the NHS. It is a non managerial form of supportive supervision to promote the idea of qualified practitioner as lifelong learner. You may be interested to know that like you I also wanted the original author as I used it in a book I recently wrote on giving and receiving supervision. Sadly I had to admit to seeing it first in an NLP book rather than ever finding the originator and therefore remains a secondary rather than primary reference. My source was;
O'Connor, J. Seymour, J. (1993)Introducing NLP - neuro linguistic programming (revised edition)Aquarian Press, London.
Hope this is helpful on your quest!
John Driscoll (Suffolk)
18th Mar 2002
I achieved it through writing my website to W3C standards and then submitting it to an automatic online checker for validation
30th Jan 2002
This exercise is based on the "Simple Simon Says..." game. Get the group to do what you say. At first say and do the same things (eg put your hands in the air, on your shoulders, on your lap, etc.) and get the group to follow. Then up the speed. Then say one thing but do another. Many in the group will follow what you do not what you say. Moral - staff and colleagues are influenced more by others' behaviour than by what management say.
15th Jan 2002
Thanks Joanne McMeekin for your reply to my query re customer services.
8th Jan 2002
5th Sep 2001
There is a lot of concern about how to carry out the various levels of Kirkpatrick. What is required is a separation of the levels and decided on what one is looking for at each level. As I commented before, by using the EFQM excellence model, one can 'get a handle' on the structure and form of an evaluation strategy for any programme. The most important task is for the client, not the training provider, to make a difinitive statement that should be phrased along the lines of,
"At the end of the project, a specified target group will benefit by having more of ........(something) or will have a better standard of .......(something)."
This statement will take one beyond just training more people to do something, it will address why they are being trained and what the final outcomes are expected.
This is sometimes very difficult for managers and strategic decisions makers to do, but can be done with practice.
If anyone needs more information please contact me.
(I work as an evaluator within the Public sector).
4th Sep 2001
We look at management competencies with a broad vision of what they are trying to achieve for their organisation. In order that they can develop some ideas about managing others they should ideally start with themselves. Competencies are three dimensional - skills, knowledge and attributes - it is the attributional style that determines the effectiveness of their management skills package. If you are seeking to achieve some change in this group we would suggest the BAR-ON EQi measurement tool - this measures Emotional Intelligence - this can be leveraged into all aspects of the organisation.
We are currently using this in a UK Banking organisation for their Change Program and have used it in many other sectors. Cautionary note : be very careful about applying labels to people - as circumstances change they don't always do what it says on the tin.
Organisations are about relationships - take these out of the org and you have an empty building. Good luck
4th Sep 2001
I would also recommend the Belbin Team Types. In addition I have found the Personal Skills Inventory by Kolb (published by HayMcBer) also a useful exercise.
3rd Sep 2001
I would suggest you try Eclipse - 015394
44033. They specialise in delivering innovative, enjoayble conference interventions designed to reflect they key themes/messages of the event.