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Motivating Employees a€“Three Simple Ways to Become a Great Leader Apr 01, 15 01:14 AMMotivating employees is easy to do.
Our Purpose in Life -- Find out "why are we here?" Apr 01, 15 01:08 AMWhy are we here and what is our purpose in life?
Get a free e-book and relaxation meditation audio download when you sign up for this newsletter! Idea managment is an umbrella that nurtures creative input from a wide range of sources that includes: employees, contractors, suppliers, customers and other outside sourcess. Supplier Ideas - Involve suppliers via product and process improvement ideas, Open Innovation, design planning, Keiratsu, and WIP reduction. Employee Ideas - Enlist employees to improve and innovate via idea systems, suggestions, continuous improvement, Kaizen, and 5S. Idea Management - Innovating by Capturing and Sharing People's Ideas reviews the umbrella of idea processes that comprise idea management.
Are you you dealing with challenges in creating an Idea Management process that thrives in your organization? Are you spending inordinate amounts of time birddogging ideas rather than championing the process? Do you think any change to management software or the process will be too costly to consider? If you would like to review the health of your idea process (suggestion system, suggestion scheme, kaizen or continuous improvement), we can also provide you with a free copy of our "Checklist for Success" which itemizes key ingredients of a successful idea process. This is a simple and effective guide to overcoming the problems that get in the way at work. It is not, however, a book of management theory nor a work of psychology or sociology; while borrowing some ideas from all these fields it is essentially a book based on everyday experience, written with a minimum of jargon and applying principles of common sense to everyday problems that impact on us at work. You and your collegues will notice how more confidently, efficiently and effectively you handle your workload, once you have worked through this guide. A list of objectives - key activities that you should be able to carry out when you have completed the chapter to improve your work habits and enable you to achieve more. Written activities - either in the text itself or, if you prefer, in a separate notebook, relating to what you do and how you do it. Examples - say, of someone else’s work methods or of a real-life problem that someone has encountered and how they solved it. Personal agenda for action - a set of resolutions to put what you have learned into practice. Capturing your employee’s ideas is the best way to support your continuous process improvement program! However, Continuous Process Improvement (CPI) is not something you wish for, it is something you do. Welcome to Lean Healthcare Online Training!Welcome to the Lean Healthcare Online training website! Radical Transformation is a training and development company located in the beautiful Pacific Northwest in Portland, Oregon.
Radical Transformation is the parent company and owner of the Lean Healthcare Online website. We specialize in the training and development of people to understand and implement Lean Transformation in a manufacturing environment. Our goal is to support our clients through each phase of their lean implementation process. Understanding the psychology of criticism can help you give better feedback and better deal with negative reviews.
No matter what we do or how well we do it, some criticism is eventually going to come our way.

In this post, we’ll explore how to give and receive feedback at work in the best ways possible, along with some of the psychology behind handling critical feedback (in both directions). And when we receive criticism, our brain tries to protect us from the threat it perceives to our place in the social order of things. Another unique thing about criticism is that we often don’t remember it quite clearly. But although criticism is more likely to be remember incorrectly, we don’t often forget it. So now that we know what a delicate enterprise criticism can be, how can we go about offering it up in the right spirit to get the best results? The most important step is to make sure that your potential feedback is coming from the right place.
After entering the conversation with the best intentions, a next guideline is to separate behavior or actions from the person you’re speaking to. Starting off your feedback with a few questions can help the other person feel like an equal part in the conversation as you discuss the challenge together.
In fact, the more of the conversation you can frame positively, the more likely your recipient is to be in the right frame of mind to make the change you’re looking for.
In his exploration of the next phase of working together, Reinventing Organizations, Frederic Laloux explores some of the world’s most highly evolved workplaces. Many of these organizations use the Rosenberg Nonviolent Communication method, pictured here, to deliver feedback.
This method provides a simple and predictable framework that takes some of the volatility out of giving and receiving feedback.
You can begin by preparing some open-ended questions for those who know you well and can speak with confidence about your work.
Stanford Professor Nass says that most people can take in only one critical comment at a time. So if you need some time to reflect on multiple points of feedback, don’t be afraid to say so.
While some of us have a hard time hearing negative feedback, there are those who thrive on it.
But lately, the idea of embracing failure has emerged, and it’s a great mindset for making the most of feedback. As with many of the things we do at Buffer, the way we give and receive feedback is a continuous work in progress as we experiment, learn and grow. Previously, the feedback process was more or less formalized in a process we call the mastermind. These days, masterminds happen weekly between peers and we’ve moved away from the formalized feedback section altogether as we strive for a more holacratic, less top-down way of working together.
But feedback is still an important part of the Buffer journey, and it is offered and received freely by any of us at any time it is applicable. Since feedback often can be sensitive and personal, it tends to be one of the only elements we exempt from our policy of radical transparency. Buffer’s 10 core values are our guide to offering and receiving feedback with joy instead of anxiety. Looking at our value of positivity through a lens of feedback, I see lots of great instruction on offering constructive criticism, including focusing on the situation instead of the person and offering as much appreciation as feedback. Since we each take on this goal of positivity, it’s very easy to assume the best of the person offering their feedback to you and that their intent is positive. Additionally, our value of gratitude means that we each focus on being thankful for the feedback as an opportunity to improve in a particular area.
Finally, our value of self-improvement means we have a framework for taking feedback and acting on it in a way that moves us forward.

I’m sure our ideas will evolve even further on this idea (in fact, during the time it took me to write this we opened up a whole new discussion on feedback and resolving issues). I’d love to hear your best tips for giving and receiving feedback in the best spirit, or to learn how you handle feedback at your workplace! Here is a preview of our personal development plan template. Click on the download button to use this personal development plan template free of cost.
The right balance of information is critical - often we give management too much data or not enough to make decisions on.
It therefore covers the age-old problem of how to fit all the things we have to do into twenty four hours, how to handle those knotty problems that always crop up, how to store things so that we can find them when we need them and at the end of the day - how to switch off.
This may simply be to think about an issue or idea, or it may involve you in a practical activity, say, recording your progress at work over several days.
This is a reminder that the guide is about practical, attainable changes in working habits. It is generated by individuals who see a lack of internal capability based on wishful thinking.
Hearing potentially negative things about yourself is probably not your favorite activity, and most of us would rather avoid the awkwardness that comes with telling someone else how they could improve. One of the fundamental skills of life is being able to give and receive advice, feedback and even criticism.
I’ll also share with you some of the methods in which we offer and receive feedback at Buffer to try and make the experience less scary and more loving. But because our brains see criticism as such a primal threat, it’s actually much lower on the pyramid, in the belonging or safety spectrums. Our brains have evolved separate, more sensitive brain circuits to handle negative information and events, and they process the bad stuff more thoroughly than positive things.
In the sandwich, you begin with praise, address the problem, and follow up with more praise. One of the cultural elements common to all of them is the the ability to treat feedback as a gift rather than a curse.
For example, we’re more likely to blame failure on external factors than our own shortcomings.
It most often takes the form of one-on-one Hipchat messages, emails or Sqwiggle conversations. Drafting a personal development plan for a period of time and follow it can help you in achieving your personal development goals. Getting things to occur on a Just in Time (JIT) basis requires changes in the organizational thinking. Ashkanasy also pointed to other jobs that would better match the skills of his soon-to-be-ex employee. A personal development plan will show your position of today and goals for reaching the target position. That promise of belonging helped relieve her anxiety about being cast out of the group she already knew. Employees actual like to be part of the system and enjoy their ideas being used as part of a company’s continuous process improvement process. We have prepared this personal development plan template as a general plan that can be used by a person belonging to any business.

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