In part 1 of this article we  found out how organisations function  and work  have changed, how technology and multi-cultural  groups have changed the face of training and development, and how we must change our  old  habits in the way we  manage and develop our mass.

We discussed on how training is less dependable when not fused into an objective centralized system, a system coupled to organizational development goals. After that, we came up with 5 platforms of a solution for better  retention and procedure and
these would save time and money .

The 5 basics are:

1.  Begin with a common vision.

2.  Get your people using a Common Methodology that will help them to be aware of psychology behind the group dynamics

3.  Set 5 facets of organizational development before starting any training and incorporate them into the training system in order to setting foundations to Nourish an paragon workenvironment and it will yield a more passionate organizational culture.

4.  Have multiple training course of studys ready to indoctrinate an intact group.

5.  Establish your major players, the people, who, by popularity or charisma, have the most influence in your groups and set them up to start your rotation.

Well, in addition to the questions that were answered in Part 1…

ever-changing our paradigm of training and people development would be hard!

So, what is the reason for this again???

An Organization’s Culture is its Personality and Attitude. Toschool  productive and Passionate Organizational Culture as well as  give Organizational Change, we must understand  and be able to influence the psychology of its group dynamics. The difficulty is that, unless we know and set the psychological parameters for Corporate Culture, it will be left to risk. According to a 2007 study of 70 like structured companies, you could lose 52% of your productivity potential. The study indicated: Where the mean = 100 people do the work of 100 people, in a poor culture , 100 people did the work of 68. But in a good organizational culture , 100 people did the work of 152! To win in improving  Organizational Culture , the people must “feel” that the company serves their own personal development beyond the paycheck. Now deal about this… How much better (and profitable) could your company be with 52 extra free employees?

Is that an adequate enough reasonto read on…?

So, now the function, the beginning of the Revolution

Six: With the first five steps in belongings, redesign your training as IMPLEMENTATION curriculums so that it renders quick Visible affects.

Huh? Immediate visible results , how? We don’t have time! People are Busy! …

Well, that is true with “Traditional” training! But we aren’t talking about Traditional, are we? We already know that the common vision for a better working environment is shared by your employees. So, implementation must visibly get them nearer to that vision. When personal satisfaction is organized with the organizations objective, it changes the significance of work for your people and provides a frame work by which employees can have personal vision concurrence with the company while creating a more passionate and fulfilled workplace .

But this isn’t going to  really happen with the  average 2 day training here and there. two days is just too much data and no connection to other learning! And worse, if its not related to a “Common Methodology”, how much real implementation will you get across the organization? And what’s about the instant emotional gratification that comes from beholding instant touchable results toward a common goal? Well, there isn’t much and people keep on doing the same old affair they have been doing. To get IMPLEMENTATION, you must take your staff on atravel of Change, Vision, and the macrocosm of a Greater Work Culture where they will be happier. It will be a journey of new perceptions that brings out attributes fundamental to Self Leadership, a journey where your people will “Feel” the “Personal” increase in change and then have a posture to actually make change happen.
After that, give them the social organisation to apply what they have gained and aid others in the organization to do the same.

Every journey needs a plan , and this plan of action starts with getting the common system of understanding to the people. The methodology we use is Directive Communication Organizational Psychology. We use this for 2 reasons. One: it works and it works fast, and Two: well, because I invented it.

Step one: Make sure that you know  the issues that are important with your people, and then set guidelines that senior  leaders are comfortable to make instant change towards those issues.

Step two: With your group of 12 to 15 “key Influencers”, get them trained in one day intervals with one day implementation directly later (and believe, implementation is focused on the creation of their greater purpose to create a personally fulfilling working environment and THEY make the changes based on senior management guidelines). The experiential process involves them and the group over the period of 12 to 14 days (depending on your size). Here is how it plays out.

1.  Key influencers post with peers the issues that should be changed in the organization. (If you have done your preparation, you already know what these are and you have set realistic guidelines that would be enough to get people excited). The key here is that THEY need to find out for themselves and make their own decisions with the group. Facilitators only guide them with the guidelines but they think it’s all their idea.

2.  Using tools like the Colored Brain Communication Inventory or HDMA , your people understand each other at deeper levels for more intelligent cooperation
and it is integrated into the process of implementation

3.  After each one day training, key influencers chose and train 5 to 8 peers and management a condensed indication of what they have learned and apply it to their immediate tasks and problem solving issues.

4.  Relate positive feedback and visible results to the the actions and behaviour modifications that were employed in the process

5.  Do the next day of training and repeat the process  for 4 to 5 days of training and implementation. Carry on each day using the terminology associated with the methodology to reinforce, more meaningful and less reactive communication

6.  Reinforce cognition with 40 minute online learning sessions for all staff

The result is increased synergy and trust across departments from peer training and covering of knowledge with a by product of personal accountability compulsory to take action without looking to others for management. Employees will create a supportive environment where they will draw on the collective strengths of the management and the staff at various levels.

Areas of focus

Personal Understanding :

• measure current organizational culture
• Assess issues that affect culture
• Appraise personal life goals and the effects of  organizational culture on those goals
• Evaluate current results in life Because of Work

Application :

• 5 pillars of Transformation
• Culture Evolution Strategies
• Clarity of Purpose and Direction
• integrated Group individuality
• A personal Success Identity connected to the
  group and the organization

With the entire organization, seeing the beginning of a realization of their greater purpose through work and awareness of the core methodology and its language that makes it happen, their unified identity induces a stronger force for achievement. Why? Because they start to feel like they are in dominance of their own fate. So, its time to move to the next step,solidification.

Seven: Set you efforts up for “Sustainable Change”

The hard work is over, now just add the relish into the initiative and you will see even more drastic results!

1.  During the process,key influencers develop directional principles with peers to create structure

2.  After training; the final day is a presentation of what kind of working environment the “people” want to create for bringing out the best of themselves and others, what they need to create it, and the guiding principles they have personally chosen to live by. This is presented in a fun entertaining show

3.  Senior management agrees because it is within the guidelines of what was already accepted

At this peak, people feel, they mean something in the big picture, that they, no matter what position in the organization, can make a dispute. They feel successful “Through” the organization and the organization goal starts to be aligned with them. After all, if they have the power to influence their corporate culture, they have a look of ownership in the company.

The reason, this program works over and over again over other types of initiatives, is that the psychological foundations are expanded by the employees themselves, neither by management nor by consultants. Each of these Modules contains “Implementation Projects”designed to cultivate ownership and excitement within the ranks of your people. The reappraisal of DC360 Blended Learning people development modules (in accordance with organizational objectives) reinforce created results and perpetuate passion at work.

While the DC psychological strategies affect perceptions, there is no “Mindset Change”. The process simply brings out the facets of identity that Already Exist (although in dissimilar environments). And, since there is no change in mindset, it is easier to sustain new existing behaviours under the different circumstances. Factors such as: Creating a Greater Purpose at work, using the DC psychology to achieve that greater purpose, having a language that reinforces awareness and facilitates better communication with less response, and creating a Unified Identity that aligns the group with the Greater Purpose.

Involving different organizational hierarchies (i.e. management, supervisors, front line, and support) as equals in the acquisition of something better, provides the glue that binds a sense of ownership and brings our self leadership qualities out in the masses. They then become the strike force that ignites the leadership revolution from within; they are the force for the good of the organization. They get a strong sense of purpose because they are fulfilling their own personal gratifications through the organization, not just doing the job.

Eight: Now that the foundation is strong, align it with competency, leadership, and inclusion of new employees. Since the core Directive Communication methodology (DC) applies to any soft skill training, your people will seldom need to go through traditional training again. alternatively, you can now provide ½ day programs in particular applications like: Management, Customer Service , Sales and Marketing, fiscal applications, Leadership, Innovation And Creativity, Communication and Branding…

But Wait!!! All these don’t need to experts in those fields?

Well, YA!

And that is why you can either use your own experts who become certified in Directive Communication Psychology or get  DC trained experts from around the globe who are already certified as DC trainers, each with their own area of expertise.

NOW… Time, scheduling and Cost become less of an issue with multiple platforms to “Apply” new applications of what they have already learned. You can use the multiple platforms to integrate everyone  who knows whats going on so that knowledge and best practices are shared with a common personal vision that is now in line with organizational objectives. And the system of measurement is already in place. So, you can see your people’s development and how the implementation of knowledge is realizing Company  goals  .

Here why you need to use this system:

• Platform flexibility allows everyone to get involved within whatever money you have to invest
• Improves organizational Communication and Cooperation
• Creates an environment where learning is constantly being Reinforced
• Includes Succession provision and Recruitment to maintain overall organizational objectives
• All learning and supporting efforts are systematically directed towards the Organization’s Objectives
• Integrated Leadership means that new knowledge is shared and employees take on roles of training their peers
• Process allows organizations  to design their Corporate Culture with multiple applications of DC
• Allows you to see  clear progress towards objectives and in individuals

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