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Peer counseling for managers: non recurring engineering Together learn from each other If managers want to grow, you will find a whole range of offerings: Classical seminars, workshops, trainings and individual coaching are options. Training provide the motivating group learning, coaching an individual non recurring engineering approach to the concerns of executives. But how can you have it both ways? A model for this is the collegial consultation. Peer counseling for executives
Collegial consultation provides the vital opportunity to discuss specific concerns and questions from the everyday work of leaders in a group of like-minded people and to develop ideas for solutions. Where several executives come together to talk about their issues, high level of expertise and competence is united. For each manager brings their unique experience and creativity. non recurring engineering Why not share benefit from this experience and learn from each other?
The sequence of a collegial advice is based on a fixed structure. Thus, the story of Falleingebers changes (this is the executive who submits their problem) with advice from sequences. Consultants are the other members of the group. They express their perceptions and impressions after having listened to the Falleingeber, or take in a further step on possible solutions thoughts.
It is important that the Falleingeber a clear key question is what should discuss "his advisers". Missing - in the heat of the moment - this question, it is fast to that counselors talk about everything and discuss the issue over. The structured sequence of a collegial non recurring engineering advice is not a stubborn non recurring engineering formalism
The everyday experience, we all make in unmoderated "normal" talks, usually non recurring engineering shows that the participants on sticks come from the sticks, interrupt each other in the flow of words and in the end no one knows exactly what it was all about. Or that long-winded explanations are hard to stop.
The structured sequence of collegial deliberations possible only to focus on the essentials in the concerns of executives and targeted searches for solutions. It is helpful in the beginning to take the help of an experienced facilitator in claim whose job it is to ensure compliance of the structure. Later, when the group exercise, they can perform the collegial deliberations independently. The diversity of views and ideas makes it
Where more ears to hear and more smart people contribute their experience, diversity increases non recurring engineering and thus considerably aspects of ideas. non recurring engineering This is exactly what builds the principle of joint discussions. The falleinbringende executive non recurring engineering learns new, it might seem unfamiliar perspectives, hear how others deal with similar problems and can change their perspective with the help of their "advisors". Or even just find confirmation that she is on the right track.
However, advice is never to be understood in the sense that the consultants say what is "right or wrong" or "what to do". non recurring engineering Advice non recurring engineering - even well-intentioned - are not the target of a collegial advice. The falleingebende leader is always responsible for their own decisions. This must be respected by all participants. The composition of the group affects the ability to work
Optimally, there is a collegial consultation group of 4-10 participants. This ensures non recurring engineering sufficient magnitude (ideas) Diversity of a limited number of participants. Participants in a collegial non recurring engineering advice should come from similar professional non recurring engineering contexts, eg a senior level in the hierarchy.
Enriching acts when the people come from different areas of work and so the view is promoted outside the box. The participants can be nationals from different companies or even from the same organization. non recurring engineering Participants in competitive situations or hierarchical interdependence make a trusting working in a collegial advisory group impossible. A collegial consultation group must grow together - as a team
Therefore, it is recommended if the participants meet for collegial discussions 4-6 times a year. The duration of a counseling case is 30-60 minutes so that at every meeting 2-3 cases can be processed.
With a little non recurring engineering practice in joint discussions to learn the individual participants themselves to reflect better and more confident to assess their own abilities. At the group level, learn the part
Peer counseling for managers: non recurring engineering Together learn from each other If managers want to grow, you will find a whole range of offerings: Classical seminars, workshops, trainings and individual coaching are options. Training provide the motivating group learning, coaching an individual non recurring engineering approach to the concerns of executives. But how can you have it both ways? A model for this is the collegial consultation. Peer counseling for executives
Collegial consultation provides the vital opportunity to discuss specific concerns and questions from the everyday work of leaders in a group of like-minded people and to develop ideas for solutions. Where several executives come together to talk about their issues, high level of expertise and competence is united. For each manager brings their unique experience and creativity. non recurring engineering Why not share benefit from this experience and learn from each other?
The sequence of a collegial advice is based on a fixed structure. Thus, the story of Falleingebers changes (this is the executive who submits their problem) with advice from sequences. Consultants are the other members of the group. They express their perceptions and impressions after having listened to the Falleingeber, or take in a further step on possible solutions thoughts.
It is important that the Falleingeber a clear key question is what should discuss "his advisers". Missing - in the heat of the moment - this question, it is fast to that counselors talk about everything and discuss the issue over. The structured sequence of a collegial non recurring engineering advice is not a stubborn non recurring engineering formalism
The everyday experience, we all make in unmoderated "normal" talks, usually non recurring engineering shows that the participants on sticks come from the sticks, interrupt each other in the flow of words and in the end no one knows exactly what it was all about. Or that long-winded explanations are hard to stop.
The structured sequence of collegial deliberations possible only to focus on the essentials in the concerns of executives and targeted searches for solutions. It is helpful in the beginning to take the help of an experienced facilitator in claim whose job it is to ensure compliance of the structure. Later, when the group exercise, they can perform the collegial deliberations independently. The diversity of views and ideas makes it
Where more ears to hear and more smart people contribute their experience, diversity increases non recurring engineering and thus considerably aspects of ideas. non recurring engineering This is exactly what builds the principle of joint discussions. The falleinbringende executive non recurring engineering learns new, it might seem unfamiliar perspectives, hear how others deal with similar problems and can change their perspective with the help of their "advisors". Or even just find confirmation that she is on the right track.
However, advice is never to be understood in the sense that the consultants say what is "right or wrong" or "what to do". non recurring engineering Advice non recurring engineering - even well-intentioned - are not the target of a collegial advice. The falleingebende leader is always responsible for their own decisions. This must be respected by all participants. The composition of the group affects the ability to work
Optimally, there is a collegial consultation group of 4-10 participants. This ensures non recurring engineering sufficient magnitude (ideas) Diversity of a limited number of participants. Participants in a collegial non recurring engineering advice should come from similar professional non recurring engineering contexts, eg a senior level in the hierarchy.
Enriching acts when the people come from different areas of work and so the view is promoted outside the box. The participants can be nationals from different companies or even from the same organization. non recurring engineering Participants in competitive situations or hierarchical interdependence make a trusting working in a collegial advisory group impossible. A collegial consultation group must grow together - as a team
Therefore, it is recommended if the participants meet for collegial discussions 4-6 times a year. The duration of a counseling case is 30-60 minutes so that at every meeting 2-3 cases can be processed.
With a little non recurring engineering practice in joint discussions to learn the individual participants themselves to reflect better and more confident to assess their own abilities. At the group level, learn the part
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