WELCOME

1. WELCOME Training the Trainers Course Iasi - December 10th - 11th 2001

2. Identifying Needs Of the Trainee

4. Reviewing The Training Experience

5. Review Training Experience • 3 basic questions • What happened in the exercise? • Can we link this with general theory of behaviour? • Does this happen at work? • An art & a science • science - general rules • art - when to apply • Don’t get too involved with stories about what was done, focus on why and whether these behaviours have parallels to work

6. Constructive Approaches • Always give 2 or 3 positives for each negative • Discourage cynicism and individuals being hard on self and others • Never scapegoat one person - criticise the behaviour not the person • Consider what the team may take forward • Don’t be dogmatic - no right or wrong answers

7. Pointers • Encourage everyone to contribute, involve everyone • Don’t be vague - be specific • Avoid open ended questions • Don’t just throw questions back at the questioner • Give facts not just interpretations • Get majority of the group to agree • Don’t assume to know what will be said • Ask questions, don’t give answers • Reviews are cumulative

8. Open Questions • In 3’s • one interviewer • one interviewee • one observer • Interviewer tries to review what the interviewee did last night • Observer listens to the questions • If a question can be answered with a one word answer then swop roles

9. Useful Tips • Watch how the team uses individual differences • Be aware of the objectives of the exercise at all times • Blaming is dis-empowering to the speaker • Talk through models • e.g. GISA, learning through experience model, team development, model of awareness, etc.

10. Questions • Best question - Why did that go well? • Who wasn’t content with the exercise? • What did the team achieve? • How did we achieve it? • What helped/hindered? • What would you do the same/ different next time? • How can we apply this learning back to the workplace? • What have you learnt from this? • Ask about - ownership, participation, feelings? • Focus on the reason behind the behaviours

11. More Questions • What particular parts of the exercise went well? • What concepts have been used productively in this exercise? • Would it have been reasonable to expect a better performance from the group and the individuals? • Where could communication have improved the exercise? N.B. LISTENING • Did you set out with clear objectives agreed by all? • What might you be going to do (differently) in the future? • How can we make sure that this concept becomes part of the way we work/live?

12. Feedback

13. Joharis’ Window OTHERS Known Unknown Known Public Private ME Potential Unknown

14. Why Bother? • Common complaint amongst staff is that they don’t get enough feedback, and when they do it’s negative. • A good way to get feedback at an appropriate time is to ask for it • Another good way to get more feedback is to give it yourself • Encourage others to continue to give feedback -take comments seriously, be gracious about praise, explore criticism, experiment with suggestions, thank them

15. Giving Feedback • Things that a person does well • positive feedback is energising • has to be sincere • Specific rather then general • Observations rather than interpretations • Descriptions rather than judgements • Leave it with a sense of direction

16. Receiving Feedback • Remember how hard it is for the giver • Listen quietly • Do not justify or defend • Ask for clarification • Thank the giver

17. Facilitating An Exercise

18. General Points • Do not be drawn into leadership • unless motivation is low and destructive • unless you wish to demonstrate a leadership point • Do not help with solutions • unless motivation is low • unless team ability is not high enough for the task • Enjoy the exercise/programme yourself • be friendly and open • Always be aware of the objectives • Stay within earshot of the group

19. Pointers • Concentration • Don’t let personal thoughts distract you • if note taking keep it simple • observe the feel of the exercise not just the facts • Be and Accept Yourself • have to be happy with self in order to see good in others

20. Points • The “depth” of the exercise may be missed by the team • Avoid problems by recognising them early on • Make sure all are involved • Never force someone to do something they are uncomfortable with • Avoid back to back failures • Accept all solutions • Clear objectives

21. Pointers • Listen to the initial planning • Listen to what isn’t being said • Summarise the brief • Mix with the group - us not them & us • Take an interest in the group • Never presume how the group will act • Be open • Remain professional • Encourage a relaxed atmosphere

22. Useful Tips • Don’t give false praise • Be aware of any dangerous aspects of an exercise • Deal with conflicts promptly • Energy levels • Silence is powerful • Ask team members what they are doing - individually/ team • Mid-exercise reviews can help to re-focus • Avoid long briefs • Flexible rules

23. Intervention • Danger • Focus • Direction • Information/ clarify • Challenge perspectives - Devil’s Advocate • Self learning • Support/ motivation • Role Playing

24. Location • Stand so that you can see as much as possible • Stand close enough to hear without intruding • Stand close enough to encourage/ prompt • Stand close enough to field questions • Stand by danger spots

25. Exercise Design

26. Exercise Choice • Fun = motivated to learn • Allow creativity • Clear objectives • Difficulties • Time consuming • No guarantees • Cost • Creative effort

27. Pointers • Consider the type of delegate/ learner/ type of learning • Provide learning applications - vivid metaphors • Involve all delegates • Exercises should focus on process not content • Physical/ Intellectual/ Emotional limitations • Avoid long briefs - clear & concise • Time - energy levels - amount of activity • Set in a comfortable situation