TRAINING for EMPLOYEES

Presentazione sul tema: "TRAINING for EMPLOYEES"— Transcript della presentazione:

1 TRAINING for EMPLOYEES
Module 4: CHANGE MANAGEMENT & CREATIVE THINKING Questo modello può essere utilizzato come file iniziale per la presentazione di materiale didattico per la formazione in gruppo. Sezioni Fare clic con il pulsante destro del mouse su una diapositiva per aggiungere sezioni. Le sezioni possono essere utili per organizzare le diapositive o agevolare la collaborazione tra più autori. Note Utilizzare la sezione Note per indicazioni sull'esecuzione della presentazione oppure per fornire informazioni aggiuntive per il pubblico. Mostrare queste note nella visualizzazione Presentazione durante la presentazione. Valutare con attenzione le dimensioni dei caratteri, importanti per l'accessibilità, la visibilità, la registrazione video e la produzione online. Colori coordinati Prestare particolare attenzione ai grafici, ai diagrammi e alle caselle di testo. Tenere presente che i partecipanti eseguiranno la stampa in bianco e nero o in gradazioni di grigio. Eseguire una stampa di prova per assicurarsi che i colori risultino comunque efficaci e chiari in una stampa in solo bianco e nero e in gradazioni di grigio. Grafica, tabelle e grafici Scegliere la semplicità: se possibile utilizzare stili e colori coerenti, che non rappresentino elementi di distrazione. Assegnare un'etichetta a tutti i grafici e a tutte le tabelle. This project has been funded with support from the European Commission. This publication reflects the views only of the author and the Commission cannot be held responsible for any use which may be made of the information contained therein Project n° IT01-KA The Digital Workplace: skills for a changing work environment

2 WELCOME! focus of the module CHANGE & CREATIVITY to survive in a everchanging and everchallenging world

3 Objectives of the module
0. INTRODUCTION CHANGING COMFORT ZONE FLEXIBILITY, ADAPTABILITY & RESILIENCE PROMOTING CHANGE CREATIVITY PROBLEM SOLVING

4 0. INTRODUCTION

5 Being able in change and creativity management…
Is being able to: - find and apply effective solutions to different and everchanging situations integrate and to interiorize change positively integrate both the brain emispheres - learn - always

6 1. CHANGE

7 Change is life, life is change

8 Start from yourself How do you face change in your life?
How do you perceive changes? - There are many factors influencing how we perceive change and how we manage it: personality, attitude, habits, experiences…

9 3 styles in facing change
DENIAL: not being able to change, even if it implies costs or bad effects ACCEPTANCE: change is accepted, but not perceived positively – just to survive POSITIVE: change is perceived as positive – an opportunity

10 the ability to change is more and more an essential skill
HOW TO Observe yourself without judging, to see how you live small and big changes Identify and analyze your emotions in relationship to change, to operate on them Try to find alternative possibilities in each situation Start introducing small changes into your life: big changes are similar to small ones in perception the ability to change is more and more an essential skill

11 2. COMFORT ZONE

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15 A definition of CF a behavioral space where your activities and behaviors fit a routine and pattern that minimizes stress and risk the term comfort zone originated in reference to the temperature zone (67 to 78 degrees) where we feel neither hot nor cold Psychologically, our comfort zone is the place we’re most at home ANXIETY RISK STRESS

16 Reflecting on your CZ What does being inside and outside of my comfort zone mean to me? How many levels/areas does your comfort zone have? On a daily basis, pushing my comfort zone could mean… On an overall goal basis, pushing my comfort zone could mean…

17 HOW TO… Do everyday things differently
Take your time making decisions – sometimes slowing down is all it takes to make you  uncomfortable Trust yourself and make snap decisions: yes, we're contradicting ourselves Do it in small steps – feel the fear …learn a new language! some good advices

18 3. FLEXIBILITY, ADAPTABILITY & RESILIENCE

19 Why setting objectives
It is closely linked to self-management and success orientation Helps keeping focused on outcomes Keeps performance and quality high Implies the desire to overcome current standards

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21 A model of resilience

22 What drains resilience at work

23 Phases of coping with difficulties
SHOCK RESISTANCE WORRY SEARCH of OPTIONS…or loss of control DISCOVERY… or depression (end of the process) ADJUSTEMENTS

24 HOW TO Be aware of what you feel
Don’t consider yourself a victim: be responsible making mistakes ≠ being unsuccessful It is how you react that matters Just play down! Ask for help

25 4. PROMOTING CHANGE

26 The Deming Cycle

27 HOW TO – 7 ideas/tips FACTS first
Possible BENEFITS for involved people STRATEGY and TIMETABLE RESOURCES: do we have all we need? COMMUNICATION PLAN – without we fail EVALUATION PLAN – check, check, check Consider the CONTRIBUTION of everyone

28 5. CREATIVITY

29 Vertical vs. Lateral Thinking

30 Pros & Cons

31 HOW TO Reserve time for doing nothing
Question what you do: why this way? Challenge your beliefs Do not stop at the first answer Learn! Have fun!

32 6. PROBLEM SOLVING

33 Problem solving… … is not about problems 
It is a methodology to deal with complex situations It is not related to an expertise It is for personal, interpersonal and organizational “problems”

34 2 main Problem Types Operational: to be solved in real time
Strategic: implies a (future) perspective

35 Problem Solving Phases

36 CPS