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I will describe the four simple steps for
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an effective group work sequence and detail an example
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of how to use the grow model to
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improve the commitment and performance of your department.
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Here are the 4 steps to make your teams reflect on a given theme.
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What is your objective?
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What is the expected result?
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improve customer satisfaction,
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limit the backlog of files,
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launch a new project,
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reorganize the work to avoid overload,
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make a successful merger.
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What is the current situation?
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This is an exploration of the current situation with respect to the objective.
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Analyze the current situation by asking good,
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open-ended questions.
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What is the context?
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What has already been done and for what results?
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Where are we now?
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What has stopped us?
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The aim of this phase is to shake up
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people's mentalities by asking many questions that will open up
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their individual frame of reference.
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How do we do this?
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By putting the focus on people,
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on reality in other areas,
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on habits and breaks.
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what could you do?
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What are the options as a facilitator?
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Be the one to push to look for solutions elsewhere
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than where we were looking before.
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Be as open as possible to creative proposals outside the usual.
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Make people propose alternatives in divergent thinking,
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then converge towards the solutions that will give maximum satisfaction.
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Why not buy a vote?
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W is for will or way forward.
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It's the landing by the plan of action.
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What exactly are you going to do?
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What is your planned roadmap?
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You can use the grow model to help your department
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cope with the change in organization and or culture.
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Here is how to apply the four steps in terms of issues,
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and action plan.
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The challenges goal.
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What is at stake with the change in our service?
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What do we need to deliver?
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What are our objectives?
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What is our mission at the heart of this change?
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Get your team members to think in groups of 2
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or 3 by asking them to respond with action verbs.
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Give them 1015 minutes.
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Go through the groups to help them go further in their reflection.
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You can then write down the answers on the subgroups,
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ideally with a mind map
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and project them onto a screen.
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Help them by rephrasing their answers concisely before writing them down.
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Clarify with them,
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complete with them,
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validate with them what you note,
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then put together the challenges that are similar and belong to the same theme.
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Continue to stimulate creativity by asking everyone what they would add.
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Ask them regularly if they agree with what has been noted.
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Complexities reality.
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Get your participants to change tables
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so they have new thinking partners and ask them a new question.
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What are the complexities or hazards or critical situations on the road to change,
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on the road to the realization of the challenges we have named in step one?
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Ask them to respond with nouns rather than verbs.
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It's not about listing the complaints if they are expressed.
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You can write them down on a separate flip chart
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because it is of course essential to get them purged sooner or later.
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It's about listing the complex situations that participants are
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or will be faced with in the change.
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Go around the groups again to help them to reflect.
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Then make a group return as in the previous step
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and make a written summary visible to all as in the previous step.
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At the end of this step,
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you have 4 to 10
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complex realities to explore,
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Have the participants change tables again,
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ask for volunteers and distribute the complex situations
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found in the previous step by tables.
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Here is the new question for each of these complex situations,
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what are the approaches,
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best practice to respond to them
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at the best level?
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Ask the participants.
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To begin sentences with an action verb,
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to have the actions described in concrete terms to the point of seeing a film.
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Ask them to be concrete with the description of the expected behaviors.
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People should know
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what they have to do,
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how they have to behave,
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what they will do from point A to point B.
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Go around the table and encourage participants to look at their past successes.
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In a similar complex situation,
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what did you do?
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How did you behave to turn this situation into success?
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write down the main levers found and group these good practices by theme.
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You will find among others simple behavioral themes
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such as anticipation taking a step back,
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active listening,
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cooperation network,
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result orientation,
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assertiveness and leadership.
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the best levers for successful change are based on behavior and soft skills.
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With this kind of group work using the grow model,
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I assure you that they will be convinced.
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the action plan will weigh forward.
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decide collectively on the priority,
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good practices of the service for successful change
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and the action plan to achieve them.
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Give each participant time for individual reflection to
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see what his or her action plan is,
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what his or her priority themes for individual development are,
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and how he or she intends to implement them.
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during 1 to 1 meetings,
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you will share with your team members on
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what they have noted at this working meeting,
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and you will follow up on their individual action plan.
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This was an example of the application of the grow model goal,
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and will way forward
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to help your department cope with a change in organization and or culture.
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With this tool we almost reached team coaching.
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