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People Development Strategies to Facilitate Organizational Change (Part 2)

By Guest Author On April 1, 2011 Under Improve Your Self Esteem, Personal Development, Success Secrets

In part 1 of this article we  were enlightened to how organizations function  and work  have changed, how technology and multi-cultural existences have changed the face of training and development, and how we must change our past  habits in the way we lead and develop our mass.

We discussed on how training is less effective when not incorporated into an objective centralized system, a system linked to organizational development goals. After that, we came up with 5 foundations of a solution for better  application andexecution and 
these would save time and money .

The 5 platforms are:

1.  Start out with a common imagination.

2.  Get your people using a Common Process that will help them to be aware of psychology behind the group dynamics

3.  Set 5 facets of organizational development before starting any training and integrate them into the training system in order to setting foundations to sustain an ideal workenvironment and it will wage a more passionate organizational culture.

4.  Have multiple training platforms set up to indoctrinate an entire group.

5.  progress to your major players, the people, who, by popularity or charisma, have the most influence in your groups and set them up to start your gyration.

 Well, in summation to the questions that were answered in Part 1…

ever-changing our prototype of training and people development would be hard!


So, what is the reason for this again???

An Organization’s Culture is its Personality and Posture. Tocivilize an Effective and Passionate Organizational Culture as well as  create Organizational Change, we must comprehend  and be able to influence the psychology of its group dynamics. The difficulty is that, unless we know and set the psychological parameters for Corporate Culture, it will be left to stake. According to a 2007 study of 70 like sized companies, you could lose 52% of your productivitypotential. The study indicated: Applying the mean = 100 people do the work of 100 people, in a poor culture , 100 people did the work of 68. But in a good organizational culture , 100 people did the work of 152! To come through inimproving Corporate Culture , the people must “feel” that the organization  serves their own personal developmentbeyond the paycheck. Now think about this… How much more effective (and profitable) could your company be with 52 extra free employees?

Is that a good enough reasonto read on…?

So, now the process , the beginning of the Revolution

Six: With the first five steps in prop, redesign your training as IMPLEMENTATIONPROGRAMS so that itsupplys Immediate  Visible effects.

Huh? Immediate visible  effects  , how? We don’t have time! People are Busy! …

Well, that is true with “Traditional” training! But we aren’t talking about Traditional, are we? We already know that the common vision for a better work culture is shared by your employees. So, implementation must visibly get them nearer to that vision. When personal gratification is organized with the organizations objective, it changes the meaning of work for your people and provides a frame work by which employees can have personal vision concurrence with the organization while creating a more passionate and fulfilled organizational culture .

But this isn’t going to come to fruition with the  average 2 day training here and there. 2 days is just too much information and no connection to other learning! And worse, if its not connected to a “Common Methodology”, how much real implementation will you get across the organization? And what’s about the instant feeling gratification that comes from beholding instantphysical results toward a common goal? Well, there isn’t much and people keep on doing the same oldmatter they have been doing. To get IMPLEMENTATION, you must take your staff on ajourney of Change, Vision, and the macrocosm of a Greater Work Culture where they will be happier. It will be a journey of new perceptions that brings out attributes fundamental to Self Leadership, a journey where your people will “Feel” the “Personal” make in change and then have a posture to actually make change happen.
 After that, give them the structure to expend what they have gained and serve others in the organization to do the same. 

Every journey needs a plan , and this plan starts with getting the common system of understanding to the people. The methodology we use is Directive Communication Organizational Psychology. We use this for 2 reasons. One: it works and it works fast, and Two: well, because I invented it. 

Step one: Make sure that you know  the issues that are focused on by your people, and then set guidelines that senior management areflexable enough to make instant change towards those issues.

Step two: With your group of 12 to 15 “key Influencers”, get them trained in one day intervals with one day implementation in real time after (and remember, implementation is focused on the creation of their greater plan to create a personally fulfilling working environment and THEY make the changes based on senior management guidelines). The experiential process involves them and the group over the period of 12 to 14 days (depending on your size). Here is how it plays out.

1.  Key influencers identify with peers the issues that should be changed in the organization. (If you have done your preparation, you already know what these are and you have set naturalistic guidelines that would be enough to get people excited). The key here is that THEY need to find out for themselves and make their own decisions with the group. Facilitators only guide them with the guidelines but they believe it’s all their idea.

2.  Using tools like the Colored Brain Communication Inventory or HDMA , your people understand each other at deeper levels for more intelligent cooperation
and it isincorporated into the process of implementation 

3.  After each 1 day training, key influencers chose and train 5 to 8 peers and management a condensedinterpretation of what they have learned and apply it to their immediate tasks and problemresolution issues.

4.  Relate cocksure feedback and visible results to the the attainments andbehaviour modifications that were made use of in the process

5.  Do the next day of training and repeat the process  for 4 to 5 days of training and implementation. Carry on each day using thelanguage associated with the methodology to reinforce, more meaningful and less reactive communication

6.  Reinforce cognition with 40 minute online learning sessions for all staff

 The result is increased synergy and trust across departments from peer training and natural covering of knowledge with a by product of personal accountability compulsory to take action without looking to others for management. Employees will create a encouraging environment where they will draw on the collective strengths of the management and the staff atversatile levels.

Areas of focus  


  • Evaluate current organizational culture
  • Assess issues that affect culture
  • Appraise personal life goals and the effects of  organizational culture on those goals
  • Assess current results in life Because of Work

Implementation : 

  • 5 pillars of Transformation 
  • Culture Evolution Strategies
  • clearness of Purpose and Direction
  • Unified Group Identity   
  • A personal Success Identity connected to the             
    group and the organization

With the entire organization, seeing the beginning of a realization of their greater purpose through work and awareness of the core methodology and its language that makes it happen, their unified identity grows a stronger force for achievement. Why? Because they start to feel like they are incontrol of their own fate. So, its time to move to the next step,hardening.

SevenSet you efforts up for “Sustainable Change”

The hard work is over, now just add the spice into the enterprise and you will see even more drastic results!

1.  During the process,key influencers develop directional principles with peers to create structure 

2.  After training; the final day is a manifestation of what kind of working environment the “people” want to create for bringing out the best of themselves and others, what they need to create it, and the guiding principles they have personally elected to live by. This is bestowed in a fun entertaining show

3.  Senior management agrees because it is inside the guidelines of what was alreadyrecognized

At this point, people feel, they mean something in the big image, that they, no matter what position in the organization, can make a dispute. They feel successful “Through” the organization and the organization goal starts to be aligned with them. After all, if they have the ability to influence their corporate culture, they have a look of ownership in the company.

The reason, this program is successful  over other types of initiatives, is that the psychological foundations are expanded by the employees themselves, neither by management nor by consultants. Each of these Modules contains “Implementation Projects”designed to cultivate ownership and upheaval within the ranks of your people. The review article of DC360 Blended Learning people development modules (in accordance with organizational objectives) reinforce created results and perpetuate passion at work.

 While the DC psychological strategies affect perceptions, there is no “mind-set Change”. The processsimply brings out the facets of identity that Already Exist (although in different environments). And, since there is no change in mindset, it is easier to sustain new existing behaviours under the different circumstances. Factors such as: Creating a Greater Purpose at work, using the DC psychology to achieve that greater purpose, having a language that reinforces awareness and facilitates better communication with less response, and creating a Unified Identity that aligns the group with the Greater Purpose.

 Involving different organizational hierarchies (i.e. management, supervisors, front line, and support) as equals in theattainment of something better, provides the glue that binds a sense of ownership and brings our self leadership qualities out in the masses. They then become the strike force that ignites the leadership revolution from within; they are the force for the good of the organization. They get a strong sense of meaning because they are fulfilling their own personal gratifications through the organization, not just doing the job.

 Eight: Now that the foundation is strong, align it with competence, leadership, and inclution of new employees. Since the core Directive Communication methodology (DC) applies to any soft skill training, your people will rarely need to go through traditional training again. as an alternative, you can now provide ½ day programs inspecific applications like: Management, Customer Care , Sales and Marketing, Financial applications, Leadership, Innovationand Creativity, Communication and Branding…

But Wait!!! All these don’t need to experts in those fields?

Well, YA!

And that is why you can either use your own experts who are DC trained or get  DC trained experts from around theworld who have been certified as DC trainers, each with their own area of  focus.

NOW… Time, programming and Cost become less of an issue with multiple platforms to “Apply” new applications of what they have already learned. You can use the multiple platforms to integrate everyone  who knows whats going on so that knowledge and best practices are shared with a common personal vision that is now in line with organizational objectives. And the system of measurement is already in place. So, you can see your people’s progression and how the implementation of knowledge is realizing Company  goals  .

Here are some benefits of using this system:

  • Platform tractability allows everyone to get involved within whatever money you have to invest
  • Improves organizational Communication and Cooperation
  • Creates an environment where learning is constantly being Reinforced
  • Includes Succession preparation and Recruitment to preserve overall organizational objectives
  • All learning and supporting efforts are systematically directed towards the Organization’s Objectives
  • Integrated Leadership means that new knowledge is shared and employees take on roles of developing their peers
  • Process allows  companies to sculpt their Corporate Culture with multiple applications of DC
  • Allows you to see measurable progress towards objectives and in individuals 


for more go to www.directivecommunication.com

and also see: Carmazzi Leadership Development at www.carmazzi.net

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