Purpose The purpose of this guide is to offer suggestions for Federal agencies for successfully using their employee survey results in planning and implementing positive organizational change.
The purpose of this guide is to offer suggestions for Federal agencies for successfully using their employee survey results in planning and implementing positive organizational change.
← More Symbaloo love: A collection of design tools
Free-range vs Facilitated Discussions →
Becoming aware of learner perceptions
Posted on March 10, 2012 | 1 Comment
A number of surveys have compared employees’ perceptions of what they need and managers’ perceptions of what employees need. These are listed by priority in the table below.
what employees tend to value most are those intangibles they’d receive from a positive relationship with their managers.
Becoming aware of learner perceptions
Posted on March 10, 2012 | 1 Comment
A number of surveys have compared employees' perceptions of what they need and managers' perceptions of what employees need. These are listed by priority in the table below.
Background: Social Learning is the utilization of Social Networks and Social Technology for specific organizational learning outcomes. This survey was designed in our LAB to take a quick pulse of learning colleagues around the globe on current implementations and plans for Social Learning. Elliott Masie comments are indicated in BLUE below each question: 1.
How is it applied?
- identify the network of people to be analysed
- gather the necessary background information
- clarify the objectives and the scope of analysis and agree on the level of reporting required
- formulate hypotheses and questions
- develop the survey methodology and design the questionnaire
- surveying the individuals and identifying the relationships and the knowledge flows between them
- use a software mapping tool to visualize the networks
- review the map and the problems and opportunities
- design and implement actions to bring desired change
- map the network again after a suitable time
uestions to ask?
Who knows who and how well?
How well do people know each other’s knowledge and skills?
Who or what gives people information about xyz?
What resources do people use to find information/feedback/ideas/advice about xyz?
What resources do people use to share information about xyz?
" esearch methods (pdf, 89kb)
This table identifies the strengths of different methods of research to help you identify the most appropriate method for your programme or activity
Research question bank (Word, 100kb)
A question bank that offers useful and relevant research questions to help you customise questionnaires. Questions are divided into categories including: knowledge and understanding; skills; attitudes and values; enjoyment, inspiration and creativity and activity, behaviour and progression
Guidelines on involving users (Word, 38kb)
This document provides useful tips on how to involve users in identifying learning opportunites
Interpreting visual images (Word, 774kb)
This useful guide helps you to interpret visual images as research evidence. Particularly useful in researching the impact of your learning activity with children
Focus group guide (Word, 40kb)
This guide provides information and support on how to run a focus group "
" What makes a learning organisation (Word, 43kb)
This document explores the characteristics of a learning organisation
Find out what your learning style is (Word, 52kb)
An activity you could do with your staff or users to discover their preferred learning styles
Defining learning: outline for a training session (Word, 52kb)
This training session is designed to be used with groups of up to 15 staff, working with a facilitator to help them explore the broad definition of learning adopted by Inspiring Learning. The session should run for up to 1.5 hours.
Building a learning team (Word, 58kb)
A document to support you to build a learning team. It identifies that a balance needs to be struck between achieving a task and providing opportunities to reflect on the process itself to promote individual and collective learning within your organisation."
Welcome to the companion website to our ELI presentation on Assessing Learning Spaces. We have made many of our instruments and resources available for your reference. However, since we have worked in cooperation with several institutions and modified their instruments for our use, we'd ask that you contact them directly to get permission to do the same.
The San José State University Academic Success Center opened in October 2006 with a goal to increase student success by providing 21st-century technology, informal and formal learning spaces, and the services and support. The objective was to build an integrative center that provides students with an innovative space and technology tools for collaboration and promotes faculty pedagogical innovation through the use of our Incubator Classroom, winner of the 2007 Campus Technology Innovators Award. By combining physical space, technology tools, and an intensive professional development program, the ASC exemplifies a new synergistic model for the campus.
Team members who understand one another's abilities not only trust one another, they can easily distinguish the areas in which their time and talents are most effectively applied from those better left in the hands of teammates. It's easy to see how this improves the team's efficiency.
we described how the dialogue between individuals with different dominant strengths improves the quality of the decision-making process
A good manager will take the time to deconstruct the daily operation of his or her team, identifying where it bogs down and where it over-accelerates.
Those insights can then be used as a basis for dialogue within the team, allowing each member to better understand his or her ideal role relative to the other team members
ensure that the team operates as more than the sum of its parts
best strategies for building a highly effective, strengths-based team?
With your group, determine what "team" means to each of you.
Do they share a common goal? A common set of measures that determine success? Are collective achievements possible -- or is this really an assortment of individuals working independently with separate measurement and goals?
Even when individuals do much of the team's work independently, team members can still share in the responsibilities associated with building a great place to work. Think about using the Gallup Q12 items as a common focus for better partnership and teaming.
f the group is working with common measurements and a shared goal, however, investing some time and thought in strengths-based team building will pay off.
A shared goal must be shared in both vision and execution.
diversity or similarity of the descriptions.
How are your viewpoints alike?
In what ways do you see different aspects or issues in the challenge or opportunity?
You might start by listing the common functions you feel your team must allocate in order to operate smoothly.
Ask team members to consciously consider: "Who am I, and what do I contribute?"
t the ideal role is unique for each.
Once you've allocated functions, ask the person whose name is next to each individual function to "own" that aspect of the team's operation.
ber that consistency and practice are the keys.
Make this a regular part of your team's work -- to consider not only the issues, problems or challenges, but also the ways you work together in solving or achieving them.
Now that you have the functions or process, consider each person'
Ask each person to share two of his strengths, and identify two areas within the process that are a "best fit" for him
Ethnography is an inquiry process carried out by a person from a point of view based on experience and knowledge of prior research. Anthropologists try to understand the significance or meaning of an experience from the participants' views. Some researchers also use the term ethnography to refer to all techniques used in fieldwork, not a single method; for example Stuhr (1986).
Following are some suggestions for collecting data. Start by writing first impressions, making a space map, called a sociogram, which requires following participant interactions and recording field notes to include dates and times, and dialogues and gestures among participants.
Following are some suggestions for collecting data. Start by writing first impressions, making a space map, called a sociogram, which requires following participant interactions and recording field notes to include dates and times, and dialogues and gestures among participants.
Following are some suggestions for collecting data. Start by writing first impressions, making a space map, called a sociogram, which requires following participant interactions and recording field notes to include dates and times, and dialogues and gestures among participants.
Following are some suggestions for collecting data. Start by writing first impressions, making a space map, called a sociogram, which requires following participant interactions and recording field notes to include dates and times, and dialogues and gestures among participants.
Following are some suggestions for collecting data. Start by writing first impressions, making a space map, called a sociogram, which requires following participant interactions and recording field notes to include dates and times, and dialogues and gestures among participants.
ollowing are some suggestions for collecting data. Start by writing first impressions, making a space map, called a sociogram, which requires following participant interactions and recording field notes to include dates and times, and dialogues and gestures among participan
ollowing are some suggestions for collecting data. Start by writing first impressions, making a space map, called a sociogram, which requires following participant interactions and recording field notes to include dates and times, and dialogues and gestures among participan
"The purpose of this chapter is to 1) discuss the nature of qualitative inquiry, 2) explore different kinds of qualitative inquiry, 3) explain the role of interpretation, 4) present various participant observation stances, 5) offer ways of gaining access and achieving reciprocity, 6) review stages of qualitative research, 7) suggest practical procedures related to research methods as well as research writing, 8) present sociocultural problems, and 9) give future alternatives for qualitative research. Specifically, stages of qualitative research to be described are data collection, content analysis, and comparative analysis. Practical suggestions for analysis will include such examples as computer programming, icon and color coding of concepts, focus groups and key informants, and spread sheets for comparative and cross-site analysis"
"This article reports on the development of a short questionnaire to measure work engagement-a positive work-related state of fulfillment that is characterized by vigor, dedication, and absorption. Data were collected in 10 different countries (N = 14,521), and results indicated that the original 17-item Utrecht Work Engagement Scale (UWES) can be shortened to 9 items (UWES-9). The factorial validity of the UWES-9 was demonstrated using confirmatory factor analyses, and the three scale scores have good internal consistency and test-retest reliability"
"
The key to great bucket filling is individualization.
Each person has unique preferences for receiving recognition and praise. For bucket filling to be meaningful to the recipient, it must be personalized and specific to what that person needs. Use the Gallup Recognition Interview to find out what fills the buckets of your friends, family members, and colleagues.
(PDF)Gallup Recognition Interview
Every time you fill a bucket, you're setting something in motion.
How much bucket filling do you do compared to others? Do you have low impact, some impact, or high impact on your environment? Consider printing the Positive Impact Test statements, and use them as your guide for improvement.
(PDF)Positive Impact Test statements
Think about your most recent interactions. Were they more positive or more negative?
Did you give someone a compliment, or did you choose to make a negative comment instead? Once you become aware of your positive-to-negative interaction ratio, you can consciously begin to reduce and eliminate bucket dipping from your life. Keep track with the Interaction Scorecard.
(PDF)Interaction Scorecard
How Full Is Your Bucket?
> Purchase How Full Is Your Bucket?
How Full Is Your Bucket? For Kids
New from Tom Rath and
Mary Reckmeyer
"
"Use this self-assessment tool-based on the Organizational Profile section in the Baldrige Criteria for Performance Excellence-to measure your organization against others that have taken the challenge. "
"To measure your skill level and see how Crucial Confrontations can best serve your needs, candidly review the following statements. Check "Yes" if they apply to you. Check "No" if they do not. The following questions explore how you typically respond when you're in the middle of a stressful situation."