- Being a member of a virtual community should multiply the efforts of each member. We don't want to create a community that burdens members with loads of additional email and software management functions.
- The community should be organic in nature. It should serve all those involved, while they're active in it. They can then drop away or move on to another aspect of the community or to none at all when their needs are met.
- The community should be a source of connecting and supporting; learning and sharing; giving and receiving; and creating and celebrating each others’ successes.
- The community should be about collaboration vs. competition
- Each member should be able to express their unique talent and gain support from the community
- There should be an element of trust amongst the members
Now it is your turn…
Tuesday, March 4, 2008
Monday, March 3, 2008
Why do Managers need Facilitative Skills?
Since I became aware of the tremendous value of facilitation skills and the power of a good question, being more important than a response, I feel it is not acceptable for me just to complain about the world and hope to be invited to change it, so guess that means I have the drive, but not a clear direction yet!
The idea of combining facilitation skills into PM and other management training remains a strong focus for me, and I would feel happiest contributing to a wider dialogue with whomever is interested to join. How we move from dialogue to action I am not too sure yet, believe I am waiting to find the appropriate people with whom to engage and together we will plan a journey. Would also be happy to create a short presentation to give over the web or at conferences to feed the green shoots of this idea.
I read while studying for the PMP qualification that 90% of a Project Manager's time is spent communicating and if they don’t spend this amount of their time focused in this area the project will suffer. This prompted the following idea:
Project Managers spend 90% of their time Communicating on a project, then why is it so difficult to develop "good communication skills" and where should this training begin?
This triggers a whole load of sub questions in no particular order:
What is the definition of good communication skills?
Where and how can I learn to communicate more effectively on projects?
Why is understanding Team development not enough to ensure effective communications?
My team like each other, but they don’t communicate effectively, what can I the PM do?
Many PMs don’t have formal training for their PM role, what can they do about this and is it necessary to be trained?
What does the curriculum of the average PM course contain & how will the experienced, but unqualified PM benefit from such a course?
Should Managers be trained in how to facilitate groups to achieve effective results?
Julia
The idea of combining facilitation skills into PM and other management training remains a strong focus for me, and I would feel happiest contributing to a wider dialogue with whomever is interested to join. How we move from dialogue to action I am not too sure yet, believe I am waiting to find the appropriate people with whom to engage and together we will plan a journey. Would also be happy to create a short presentation to give over the web or at conferences to feed the green shoots of this idea.
I read while studying for the PMP qualification that 90% of a Project Manager's time is spent communicating and if they don’t spend this amount of their time focused in this area the project will suffer. This prompted the following idea:
Project Managers spend 90% of their time Communicating on a project, then why is it so difficult to develop "good communication skills" and where should this training begin?
This triggers a whole load of sub questions in no particular order:
What is the definition of good communication skills?
Where and how can I learn to communicate more effectively on projects?
Why is understanding Team development not enough to ensure effective communications?
My team like each other, but they don’t communicate effectively, what can I the PM do?
Many PMs don’t have formal training for their PM role, what can they do about this and is it necessary to be trained?
What does the curriculum of the average PM course contain & how will the experienced, but unqualified PM benefit from such a course?
Should Managers be trained in how to facilitate groups to achieve effective results?
Julia
Tuesday, February 26, 2008
How do we embrace a bigger bottom line in business?
Our latest article in the Master Facilitator Journal, entitled, Embracing a Bigger bottom Line, asks some questions of our readers. Please feel free to respond to these below.
- What value is there in making more money, solving a problem, getting something done when by the time it’s over, the people who make it happen don’t ever want to see one another again?
- If these individuals must continue to work in the same company, what kind of position is this company in to tackle future complex problems and projects?
- What value is there in making increasing revenues, market share, etc. when the process used to get there exploit resources, material and human, to the point that we are collectively diminished? Isn’t this like taking out bad loan?
- What elements would you like to see included in a more holistic bottom line for the corporate engine that powers modern culture?
- What value is there in making more money, solving a problem, getting something done when by the time it’s over, the people who make it happen don’t ever want to see one another again?
- If these individuals must continue to work in the same company, what kind of position is this company in to tackle future complex problems and projects?
- What value is there in making increasing revenues, market share, etc. when the process used to get there exploit resources, material and human, to the point that we are collectively diminished? Isn’t this like taking out bad loan?
- What elements would you like to see included in a more holistic bottom line for the corporate engine that powers modern culture?
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