- Training Programs On Demand
-
Index of
Available Courses
Courses
Descriptions
Multitasking
Skills and Tools Workshop™*
Practical Skills for Managing Multiple Tasks
and Competing Priorities
Today's
knowledge-worker deals in the realm of information and ideas . .
. creative products that are affected by work habits as well as work conditions. As a knowledge-worker,
you also know that your success on the
job depends on your ability to manage multiple tasks, multiple bosses, and
multiple priorities . . . all of which
compete for your time and attention simultaneously. This workshop addresses
this reality head-on. It deals
with managing your tasks, circumstances, and personal work habits more
effectively, allowing you to maximize your creative energy and the vitality. In
this workshop you will learn practical skills, aided by special tools, for managing multiple tasks and
conflicting priorities. You will also learn tactics for coordinating multiple
projects and juggling competing demands on your time and attention from multiple
bosses. Furthermore, with the aid of our Task Orientation Style™
assessment instrument, you will gain insight into your personal task management style
and how to benefit from this information to enhance your performance. Here are
the topics covered in this timely workshop:
Topics
-
Task Management - How It Differs from
Time Management and Project Management
-
Strategies for Managing Multiple Tasks
-
Barriers to Effective Task Management
-
4 Domains in Which Overloading Can
Occur
-
Assessing the Costs and Benefits of
Multitasking
-
Multitasking and the Brain – What We
Know From Research
-
Understanding and Managing Your
Personal Task Orientation Style™
-
Attention Management – Paying
Attention To "Attention Thieves" and Distracters
-
Gaining Cooperation in a Multitasking
Environment
-
Interpersonal Negotiation Skills – How
to Handle Interrupters & Off-loaders Diplomatically
-
Setting and Managing Multiple
Priorities
-
Using Metrics and Factual Data –
Putting the E-I Power Curve To Work
-
Multitasking Toolkit – Practical Tools
for Enhancing Your Multitasking Capability
-
Managing Stress and Conflict in a
Multitasking Environment
-
Action Plan for Immediate Application –
Putting the Tools & Principles Into Practice
Who Should Participate?
This workshop is geared for anyone who has to juggle multiple
tasks and conflicting priorities under resource-constrained conditions. This may
include individual contributors, project managers, program managers, and
administrative support personnel.
Duration: 1-day.
*
Alternately titled Dealing
With Task Overload™
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Information
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© Roberts & Roberts Associates • Plano, TX • (972) 596-2956
• www.R2assoc.com
Selling to Women & Couples
*
Learn how to avoid
the behaviors that send off alarm bells to a woman's "intuition" and cost you
product and service sales. Gain revealing insights into what brain scans reveal
about the differences in how men and women solve problems and make decisions.
Discover how the powerful, profitable women's network can work for you. Learn
how to avoid conflict and confusion when working with couples and teams. Sharon
will demonstrate and explain the silent signals that you and your potential
clients consciously or unconsciously use that speak much louder than words. You
will also develop skills to adjust your silent signals to project confidence and
trust. Learn and apply the concepts covered in this seminar and you could boost
your productivity and sales by at least 30%.
|
Critical Misconceptions
About Selling To Women
5 Key Differences Between
Women and Men
Communicating
5 Key communication differences
7 Effective questioning techniques to get to the real issues
10 Barriers to active listening
2 Easy steps to break the 10 barriers and become an active listener
Socializing
Tips to benefit from the powerful, profitable women's
network
Shopping
5 Key elements you must provide to get the sale
Reacting
5 Key Areas that impact her reaction
Decision Making
8 Key points to the differences in the decision process
Brain Research
- What We Know
That Matters
What brain scans reveal
Key neurotransmitters in the brain
Trust
4 Steps to create the critical trust factor
Challenges With Couples/Teams
How to avoid conflict and confusion when selling products and services to couples and teams
Guaranteed Behaviors to Cause Confusion and Distrust
12 Behaviors that send off alarm bells to her "intuition"
Silent Signals
Gesture clusters
Reading clues to discover the client's true frame of mind
Adjusting your own silent signals to quickly establish rapport and engender
trust
|
Developed and instructed by the author
of . . . Selling To Women & Couples: Secrets of Selling in the New
Millennium.
 |
Duration: 1-day.
*Also titled Bridging the Gender Gap:
Selling to Her, Him and Them
Women Do Not Gossip, They Advertise!
®
For a
printable pdf flyer describing this program, click here.
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Information
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© Roberts & Roberts Associates • Plano, TX • (972) 596-2956
• www.R2assoc.com
Personality Based Selling™
Be
authentically you! Master the
secrets of personality based selling and your closing rate will soar. In this
advanced, skill-building seminar you will learn valuable techniques to quickly
develop rapport and avoid communication “disconnects” that can kill the
sale—whether selling to women, men, or couples. Learn techniques to avoid
counter-productive and costly personality “misreads” that derail your message
and cost you countless sales. Also, learn how to adapt your style to the
client’s personality style, without appearing insincere and losing your personal
identity. I live & love to
inspire joy in learning together! What possibilities!
- Topics -
-
Applying the Shaw Principle
to Personality Based Selling
-
Characteristics and Behaviors of the Four
Personality Styles
-
Understanding Your Own Personality Style and
Comfort Zone
-
Quickly Assessing Your Client’s Personality Style
and Comfort Zone When
-
Face-to-Face or Over the Telephone
-
Adapting Your Style to the Client’s Personality
Style
-
Identifying What Each Style Values When Making
Purchasing Decisions
-
Identifying What Irritates Each Personality
Style—Avoiding Inadvertent Disaster
-
Adapting Your Style When Dealing With Couples and
Differing Personalities
-
Understanding and Managing Personality Styles in
Tense Situations
-
Understanding the Style-Related “Must-Haves” to
Close the Sale
Includes: A Resource Guide and self-assessment
for each participant.
Option: Five on-line peer/associate assessments on each participant.
Duration: 1-day
*Also titled Personality Based Selling to
Women & Couples™
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Information
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© Roberts & Roberts Associates • Plano, TX • (972) 596-2956
• www.R2assoc.com
Body Language On Life's Playground
People
listen to what you don't say! Just like Yogi Berra, people observe a lot just by
watching -- and they quickly make judgments! They might as well be watching a
silent movie. Yikes! The intended & the unintended body language, the non-verbals
you send speak far louder than words. Those that are misunderstood
between women & men can be particularly costly. And, with children &
pets -- you dare not bungle it with these precious ones! The people and the pets
know how you make them feel. Do you? I live & love to inspire joy in
learning together! What possibilities!
Gesture Cluster
Facial expression and eye movement
Walking gestures
Shaking hands
Posture
Personal space
Clues to Discover True Frame of Mind
Openness, cooperation
Acceptance
Expectancy
Readiness
Evaluation
Boredom, indifference
Defensiveness
Suspicion, secrecy
Rejection and doubt
Reassurance
Frustration
Anger
Self-control
Confidence
Nervousness
Embarrassment
Silent Signals and Relationships
Buyer and seller
Couples, Children & Pets
Superior and subordinate
Duration: ½ day.
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© Roberts & Roberts Associates • Plano, TX • (972) 596-2956
• www.R2assoc.com
Powerful Painless Presentations™
Be
authentically you! You will learn practical skills to quickly design and develop a powerful persuasive presentation. This
seminar emphasizes how to get and keep an audience's attention, how to present your message with
confidence, clarity, and conviction whether to one or to hundreds. You will learn specific techniques to
control nervousness and fear. Also, how to deal with "difficult" audience members. Presentations will be
videotaped and coaching will be provided. I live & love to inspire joy in
learning together! What possibilities!
Designing and Developing a Powerful, Painless
Presentation
Determining your purpose
Determining your response
Determining your role
Gathering information about your audience
The Listener's Rule
Openings - getting their attention
Criteria for evaluating and selecting ideas
The middle (discussion) of the presentation
Organizing patterns
Closing the presentation
Transitions
To script or not to script
Speech prompters
Visual aids and props
Delivering a Powerful, Painless Presentation
Uniquely you
Understanding and managing nervousness
Powerful non-verbal communication
Eye-contact
Gesturing
Your powerful voice
About accents
Presenting from a lectern
Presenting with a microphone
Presenting from a seated position
Making a great impression when introduced
How to introduce a speaker
The art of asking questions of your audience
Fielding audience questions
Dealing with difficult audience members
Duration: 2-days (Includes videotaping).
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© Roberts & Roberts Associates • Plano, TX • (972) 596-2956
• www.R2assoc.com
Managing Relating & Communicating Styles
Develop expertise to immediately increase your interpersonal skills with people -- in both your business and
personal relationships. Learn valuable techniques to quickly develop rapport and
avoid communication "disconnects" with colleagues, customers, and suppliers. Discover how to enhance your skills
to overcome barriers in both written and oral communication. Develop skills to accommodate different relating and
communicating styles for enhanced team performance. Also, learn techniques to avoid counter-productive
and costly personality conflicts.
Characteristics of Relating and Communicating
Styles
Definition of directness (assertiveness) dimension
Definition of openness (task/people) dimension
Communication Characteristics/Behavioral Styles
Communication style of directly-assertive/task-focused individuals (Directors)
Communication style of indirectly-assertive/task-focused individuals (Analyzers)
Communication style of indirectly-assertive/people-focused individuals (Relaters)
Communication style of directly-assertive/people-focused individuals (Socializers)
Identification of Styles
Body language
Tone of voice
Verbal cues
Written communication
Relating and Communicating Flexibility
Techniques for modifying style with Directors
Techniques for modifying style with Analyzers
Techniques for modifying style with Relaters
Techniques for modifying style with Socializers
Styles Under Stress
Priority differences
Getting your way
Responding to people
Dealing with details
Conflict Resolution
Techniques for resolving conflicts with Directors
Techniques for resolving conflicts with Analyzers
Techniques for resolving conflicts with Relaters
Techniques for resolving conflicts with Socializers
Duration: 1-day. (Half-day seminar format
also available.)
Workshop includes a self-assessment and five peer/associate assessments per participant
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© Roberts & Roberts Associates • Plano, TX • (972) 596-2956
• www.R2assoc.com
Negotiating Without Confrontation
This workshop is
designed to give you the practical skills you need to represent your interests
in tough negotiating situations. Skills that will help you hold your own without
being intimidated by the confrontational style of the so-called “hard-nose”
negotiator or the winner-takes-all style of the competitive negotiator. This
workshop also covers contemporary issues, such as team-based negotiations and
negotiating via e-mail. The concepts and methods covered in the workshop are
reinforced through skill practices that simulate realistic negotiating
scenarios.
Topics
- The 3 Negotiating Levers
- Reading & Understanding Negotiating Styles
- Games That Adversarial Negotiators Play
- Games That Competitive Negotiators Play
- The Psychology of Negotiations - 12 Key Factor
- Expanding Your Options
- Critical Mistakes Made During Negotiations
- Negotiating Tactics & Techniques
- Staying Calm Under Pressure
- Words & Tone of Voice
- Giving & Taking Concessions
- Telephone & E-Mail Negotiations
- Competitive Bidding
Duration: 1-day.
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© Roberts & Roberts Associates • Plano, TX • (972) 596-2956
• www.R2assoc.com
Embracing Change: Excellence In Life and Work
The Embracing Change: Excellence in Life and Work
seminar provides the tools you and your team need to achieve your goals and live a purposeful
life, regardless of the circumstances and events you can't control. You will learn how to thrive in the face of change and uncertainty, how
to transform personal and professional relationships, and how to sustain drive,
energy and enthusiasm. Your life will be forever changed by the skills you
learn in this seminar—skills that will benefit you in your career as well as
your personal life—skills that will put fear on the run by nurturing its natural
enemies.
- Discovering Your Success Patterns
- Discovering Success-less Patterns
- Challenging Your Perceptions
- Discovering Why You Do What You Do Not Want To Do
- Facing the Saboteurs of Sanity
- Dealing With Destructive Attitudes and Demeanors
- Discovering Lessons From Your Positive Pivotal People
- Understanding How Your Creative Mind Works
- Tapping the Power of Proleptic Thinking
- Linking Thoughts, Perceptions and Attitudes to Behavior
- The Dynamics of Vividly Imagining
- Expanding Your Comfort Zones
- Staking Your Claim
- Affirming Your Goals
- Infusing Life Into Your Goals
- Sustaining Drive and Energy to Achieve Your Goals
- Celebrating Incremental Successes
- Maintaining a Daily Gratefulness Log
- Dwelling in Excellence
- Being a Positive Pivotal Force for Yourself and Others
Duration: 1-day.
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© Roberts & Roberts Associates • Plano, TX • (972) 596-2956
• www.R2assoc.com
Managing the High-Performance Project Team
Seventy to 80 percent of the problems that arise in the project environment stem from human,
rather than technical, concerns. Nevertheless, project managers are often better equipped to deal with the
technical concerns. Consequently, the so-called "soft issues" - which are really the
hard issues - are expected
to sort themselves out.
This workshop - Managing the High Performance Project Team - focuses on the human factors that have
most bearing on the success or failure of the project. In contrast to the standard "teams course," this workshop
deals specifically with the project environment and events and circumstances that give rise to human
performance problems over the lifecycle of the project. The participants will learn how to involve the project
team members in the project planning and management process, how to deal with conflict constructively, and
how to recognize and run interference for the project team. They will also learn how to manage performance
and how to deal with the energy-depleting factors that diminish the productivity of individuals as well as
entire project teams.
This workshop will benefit program managers, project managers, project coordinators, and team leaders -
anyone who wishes to better understand the human side of managing projects. Major topics include the
following:
Becoming a World-Class Project Manager
Making the transition from individual contributor to project manager
The difference between a "strong project manager" and an autocrat
Politics, diplomacy, and a sense of decorum - the tools of an adroit project manager
The project manager's role as coach and "process consultant"
The art of getting and giving feedback
Project Manager's Comfort Differential™ (optional assessment)
The High-Performance Project Team
Factors to consider when selecting the project team
Involving the project team in the planning and management process
Allocating tasks, responsibilities, and workload
Team tools that are useful in solving project problems
Managing Performance in the Project Environment
Applying the principles of performance management to "knowledge workers"
Measuring productivity and performance when intangibles are involved
The critical difference between being challenged and being stressed
Recognizing and avoiding the "learned helplessness syndrome"
Enhancing the perception of self-determination and decision latitude
Shielding the project team from outside interference
Anticipating and managing conflict throughout the project lifecycle
Project Communications
Duration: 1-day seminar (discussion and concepts) or 2-day workshop (with exercises and case studies
added).
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© Roberts & Roberts Associates • Plano, TX • (972) 596-2956
• www.R2assoc.com
Project Management Workshop
This workshop
is geared for those who wish to improve their project management skills on the
job ... rather than a cram course for passing the PMP exam. The emphasis is on
utilizing an adaptable framework to plan, organize, execute, and
deliver projects, rather than force-fitting projects to a rigid process. PM
tools and techniques are introduced throughout the course in the context of
supporting this framework.
Also covered are issues related to
streamlining projects, keeping projects on track, dealing with changing
requirements, handling outside interference, and avoiding communications
disconnects. In a nutshell, project management is positioned as a team-based
approach to planning and organizing projects with the intent of fulfilling stakeholder expectations. The participants
will acquire practical skills in, planning, tracking, reporting, and controlling a project
by working in teams to develop a job-related project plan.
Here is a breakout of the topics
covered in the course. Please note, as described in the
Options below, that the topics and emphasis
can be customized to address client-specific areas of concern.
Topics
Introduction to Projects and Project Management
7 Fundamental Tenets of Project Management
Roles and Responsibilities of an Effective Project Manager
Best Practices
The Project Lifecycle
Phases of the Project Lifecycle - Seeing the Big Picture
Project Development Models
Pinpointing Schedule/Cost Overruns
Identifying and Managing Requirements and Customer Expectations
Identifying and Dealing With Requirement-Definition Problems
Conducting a Requirements Audit
Demonstrating Compliance
Setting Priorities and Objectives
Project Planning
The Project Planning, Scheduling, and Control System
Risk Assessment and Risk Management
Work Breakdown Structure (WBS) - Forms, Approaches, and Guidelines
Scheduling Strategies - CPM vs Critical Chain Method
Estimating Task Durations
Milestone and Gantt Charts
Network Diagrams
Assigning Resources to Tasks
Planning and Estimating the Cost Dimension
Managing Multiple Projects
Project Management Software - Capabilities and Limitations
Project Tracking, Reporting, and Control
Progress Tracking and Reporting Tools
Project Metrics and Early-Warning Signs
Progress and Phase Reviews
Typical Control Measures
Project Communications
Sources of Project Communication Problems
Creating a Communications Responsibility Matrix
Techniques to Gain Cooperation
Managing Irate Internal and External Customers
The Project Team
Securing Team Involvement in Planning, Estimating, and Problem Solving
Understanding and Managing Conflict in the Project Environment
Managing Energy and Vitality in High-Pressure Projects (Project Stress-Factors Assessment™)
Leading the Project Team
Project Planning Exercises and Cases
Options: The customer may elect to incorporate certain enhancements and/or modifications or otherwise
customize the course. For example:
- The participants have limited (or extensive) experience working in a project environment
- The customer wishes to incorporate certain proprietary materials and perhaps methods
- Additions are desired - for instance, hands-on project management software training
Duration: 2-days. (Note: A
scaled-down 1-day course is available for those who have been introduced to
project management tools and techniques.)
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Information
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© Roberts & Roberts Associates • Plano, TX • (972) 596-2956
• www.R2assoc.com
Managing Stress in
High-Pressure Projects™
This workshop is predicated on the NIOSH model of job stress combined with
contemporary research on how stress is triggered, sustained, mitigated, and
managed. The focus is on acquiring practical tools and insights for dealing with stress that arises in high-pressure
projects—stress that's often due to interpersonal conflict, challenges in meeting tight
deadlines, and unrelenting pressure to “do more with less.” Unlike programs
that focus on recovering from stress overload after-the-fact, this workshop
places balanced emphasis on three stress management strategies: Stress
Prevention, Stress Recovery, and Stress Tolerance. The subject matter is also
complimented by the use of two personal assessment tools: the Project Stress
Factors AssessmentÔ
and the Task Orientation Styles AssessmentÔ.
Here is a breakout of the elements covered in the workshop.
Good Stress Versus Bad Stress
-
Yerkes-Dodson
Law
-
Chronic
Stress versus Acute Stress
-
Two
Types of Stress-Induced Errors
-
Impact
of Stress on Personal Performance
Overview of
the Stress Response Mechanism
Sources of
Stress in High-Pressure Projects
Stress
Management Strategies
-
Stress Prevention
-
Stress Recovery
-
Stress Tolerance
Stress
Management Tactics
-
Reducing Stress Related to
Uncertainty
-
Taking Control of Your
Circumstances
-
Creating Healthy Frustration
Outlets
-
Maintaining a Positive Mental
Attitude
-
Creating and Fostering a
Support Network
-
Recognizing Your Trigger
Points
Utilizing the Stress Management Map™
Managing Your Workload
-
Workload Management Strategies
-
Barriers to Effective Workload
Management
-
The Key to Changing Your
Behavior
-
Managing Multiple Bosses and
Competing Demands on Your Time and Attention
Task Orientation Style™
-
Assessing Your Personal Task
Orientation Style™
-
Link Between Stress and Task
Orientation Style™
-
Overcoming Self-Defeating
Behaviors
Toolkit for Reducing Project-Related Stress
-
Using Pareto Analysis To
Clarify Priorities
-
Using the Task Collaboration
Chart to Coordinate Activities With Peers
-
Using the Workload Spreadsheet
to Assess the Impact of Schedule Changes and Task Additions
-
Using the CRIA Form to Assess
the Impact of Change Requests
-
Tools for Reducing Risk
Uncertainty
Special Stress Management Considerations for
Managers
Duration: 1-day, or 2-days with expanded
scenarios and exercises
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© Roberts & Roberts Associates • Plano, TX • (972) 596-2956
• www.R2assoc.com
Understanding & Applying Microsoft® Project
- A Hands-On Workshop -
What is Microsoft® Project?
Microsoft® Project is widely-used to assist in planning, tracking, and controlling projects. It can greatly
reduce the mechanics involved in performing these tasks but it also assists in testing "what-if" scenarios.
According to a nationwide study of a thousand project managers (Project Management Journal, Sept. 1998),
Microsoft® Project is the number one tool used to support the management of projects.
Training Strategy
The training program emphasizes the most commonly used features of the tool, rather than a broad overview
of its many nuances and capabilities. Since the features that are important are project-specific, we work with
the client in advance to ensure the class time is weighted toward those of greatest importance and relevance.
Our goal is to reinforce the skills that are immediately useful to the participants and their project
environment. For instance, some project teams are not responsible for budget planning. In this case, time
spent on budget planning features would take away from time that would be better spent elsewhere. Class
size is limited to ensure the questions and learning styles of individuals can be accommodated. These factors
are critical distinctions between our training program and the typical "generic" program.
Course Description
This is an intensive, hands-on training program that follows the logical order of planning, organizing, and
tracking an actual project. An end-to-end project planning scenario is used to integrate the features and
capabilities of the tool. This scenario can be based on an actual, job-related project provided by the client or a
realistic project scenario provided by the instructor. As stated above, the specific elements covered in the workshop, including the degree of emphasis on each
element, can be adapted to the particular needs of the client and/or project team. The workshop can cover
some or all of the following:
- Introduction to Microsoft® Project - What the Tool Can and
Cannot Do
- What's New and Different About the Latest Release of Microsoft® Project
- Project Management Concepts and Terminology (optional)
- Navigating the Various Views, Screens, Toolbars, and Menus
- Adapting the Planning Logic Used by Microsoft® Project
- Entering and Editing Tasks and Task Details
- Setting and Modifying Task Relationships
- Assigning Resources to Tasks
- Establishing Resource Calendars
- Using Microsoft® Project to Enhance Project Communications
- Using Microsoft® Project to Support Multiple Projects
- Using the Tracking Features of Microsoft® Project
- Troubleshooting Faulty Project Plans
- Generating Reports, Filtered Views, and Printouts
Duration: The full workshop requires 12 hours (1.5 days). When combined with the Project Management
Workshop, 2-days of class time are required. A 1-day version is available to those who have had experience
using a project management software tool.
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• www.R2assoc.com
Project Management With MS Project
This
workshop integrates content from two programs: the
Project Management Workshop and the
Understanding & Applying
Microsoft Project Workshop. Participants will learn practical project
management skills while concurrently gaining hands-on experience in utilizing MS
Project. The emphasis is on building a solid project management foundation
using MS Project as a "tool" to leverage the project manager's time and
efficiency in planning, organizing, and executing projects. This applied
approach to learning MS Project is at least 50 to 75 percent more effective (in
terms of retention and context-relevance) than "cram courses" that focus on
memorizing every nuance of the tool.
Duration: 2-days.
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• www.R2assoc.com
Leading
Accelerated Projects™
A Leader-Driven Approach to Accelerating
Projects
If your organization places a premium getting products or services "out the door" on an
ambitious schedule . . . you'll benefit from this workshop. More and more
organizations are discovering that
rapid delivery is a key factor in lowering costs and fulfilling their customers'
expectations. This is especially true in
today's world where technology
turn-over is measured in months rather than years¾causing requirements to change mid-stream! The
common practice of throwing resources at the problem or simply admonishing people to work smarter doesn't
address the real issue: how to consistently plan, develop, and deliver projects on an ambitious schedule.
Leading and managing projects on an accelerated schedule requires special methods, skills,
an tools. In fact, many "standard
practices" in traditional project management can actually hinder the development of products or services on
an ambitious schedule. Accelerated projects not only require a ambitious
plans, they also place greater demands the execution stage of the project¾a
phase of the project that receives little attention in traditional project
management training programs.
This course addresses these and other
challenges head on. It builds practical skills in planning, managing, executing,
and leading projects on a tight
timeline. You'll learn
how to track and control such projects . . . also how to make
dynamic adjustments during the critical execution stage.
Topics
Critical factors that must be addressed in order to accelerate projects
Crisis-Mode Acceleration versus Systematic Acceleration
What makes for an 'unrealistic' schedule?
Facts vs. assumptions
Special risks and challenges of accelerated projects
Actions and interventions required of the project leader
Devising a "battle plan" for accelerating your projects
Selecting and using the right tools for the job
Why and where project schedules get off track
Putting the 8 high-gain acceleration opportunity levers to work
Exploiting the leadership element within each opportunity lever
Strategies for compressing the project schedule
Estimating and laying out the compressed schedule
How to manage hand-offs while work is in progress
How to deal with changing requirements and priorities
Managing the risks and minimize surprises
What's more, you'll learn how to . . .
Build a compelling case for accelerating the project
schedule
Break the cycle of finger-pointing that inhibits genuine solutions
Secure commitments and senior management support
Use schedule-compression techniques
Prepare a schedule under uncertainty
Manage a project team under pressure
Tighten the critical communications links
Evaluate trade-offs to "buy time"
. . . and more!!!
These skills are becoming increasingly important to
corporations in a society where 'late' is no better than 'never'.
Duration: 1-day.
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Information
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• www.R2assoc.com
Skills and Best Practices for Leading
High-Profile Projects™
Issue:
Despite the abundance of tools and methods for
planning and managing projects, most of these have limited value to project
leaders at a strategic level—a level where success is defined by multiple, often
conflicting criteria. Consequently, project leaders have special information
needs that are not supported by conventional PM tracking and reporting methods.
They also have need for a small, but specially adapted toolset for dealing with
risks, requirements, and communications challenges at a strategic level.
Value Proposition:
Executives and senior managers who fully engage in this 1-day seminar will
acquire insights, skills, and tools for more effectively dealing with project
risks, requirements, and communications challenges at a strategic level.
Opportunities for improvement will be based on pre-seminar input from the
participants using our proprietary MAP Critical Issues Survey™ (see below).
MAP Critical Issues Survey™:
The MAP Critical Issues Survey™ is an online tool designed to identify
job-related challenges that impede on-time delivery of high-profile projects.
The tool pinpoints single-factor challenges as well correlations between factors
that suggest possible causal patterns. Each participant is required to complete
the online survey at least 3-days prior to the seminar. The results will be
aggregated but personal identities will be kept in confidence to encourage
candor.
Customization:
The topics below provide a starting point for clarifying the skill development
areas the client wishes to focus on. In-scope customization can be accomplished
by eliminating topics or by expanding and reducing emphasis where desired.
Seminar Topics:
- Results of the MAP Critical Issues Survey™
- Project leader ¹ project manager
- Critical success factors for projects at a strategic level
- Trends and leading indicators of disaster
- Action points and thresholds
- Identifying and tracking strategic risks
- Accounting for risk uncertainty
- 8 project acceleration levers (exec. overview)
- Avoiding communications disconnects
- Getting heard—making a case for action
- Managing multiple project priorities
- Linking project requirements to business requirements—the “mapping”
problem
- A minimum toolset for project leaders
- The human element and the art of decorum
Intended Audience:
Executives and senior project managers
Duration: 1-day.
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Information
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Project Management for Contractors
Contractors deal with projects that are unique in terms of scope, risks,
working conditions, and customer expectations. Whether building and installing a
commercial system or working with an architect to design a new system, timelines
are tight, the margin for error is small, and the work has to be coordinated
with other parties. To compound matters, the contractor may be supporting
multiple projects concurrently. This workshop focuses on the special challenges
of managing projects in this environment, giving contractor personnel the skills
they need to effectively plan, manage, and organize their projects, while
minimizing surprises and missed deadlines.
Topics
-
Special Challenges of Contractor Projects
-
Determining the Project Scope & Requirements
-
Demonstrating Contract Compliance
-
Organizing the Project
-
Planning the Project
-
Risk Analysis & Risk Management
-
Estimating & Budgeting Techniques
-
Tracking & Controlling the Project
-
Project Communications Tools
-
Managing Multiple Projects
-
Interfacing With Customers, Suppliers, & Subcontractors
-
Negotiating Skills Applied to Contractor Projects
-
Templates for Contractor Projects
Duration: 1-day.
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Managing Internal Projects
A How-To Course for Successfully
Planning & Executing Organizational Projects
Internal projects are projects that organizations undertake to support
operations, sales, and marketing. Because they deal primarily with internal
resources, the dynamics of managing such projects are different from managing
external, or so-called acquisition projects. Examples of such projects include upgrading an IT
system, deploying a new marketing campaign, planning a new facility, or
developing an internal training program. This intensive workshop focuses on the
minimum skill-set necessary for planning, managing, and organizing such
projects. The participants will be given the opportunity to apply the principles
to a current job-related project.
Topics
-
Special Challenges & Skills in
Managing Internal Projects
-
Identifying the Project Scope
& Securing Commitments
-
Setting & Sticking To Priorities
-
Establishing a Milestone Timeline
-
Clarifying the Requirements & Performance Expectations
-
Applying the Project Planning Framework
-
Specifying Roles & Responsibilities
-
Tracking & Communicating Progress
-
Establishing Conflict Resolution Procedures
-
Dealing With Competing Demands for Resources
Audience: This is an intensive
skill-building course geared for team leaders or technical specialists who are
often in a position of having to plan and execute internal projects. It is not a
basic A-to-Z "prep" course for PM certification.
Duration: 1-day.
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Information
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• www.R2assoc.com
Failure Mode & Effects Analysis Workshop
What is FMEA?
Failure Mode and Effects Analysis (FMEA) is powerful, easy-to-use risk management tool for identifying
and preventing problems. It is especially helpful in preventing problems that arise during the development of
new products and services - often as the result of narrow views, organizational
silos, and "communication disconnects"
between work groups. FMEA forces problems to the surface that could otherwise go undetected until too late
- the kind of problems that show up in the form of rework and delays in meeting delivery schedules. FMEA
is used throughout business and industry. Product-producers as well as
service-providers can benefit from using FMEA.
About the Workshop
This workshop guides the participants through the logic and methodology of FMEA—building
skills in how to get the most out of the tool and spend their time efficiently. Two widely-used types
of FMEA are examined in detail: the Design FMEA and the Process FMEA. Other applications for FMEA
are also examined, including the use of FMEA as a proactive risk-management tool in a project setting. The
participants will work in teams to apply the FMEA methodology to a risk-analysis scenario—giving
them a head start in using this powerful tool on the job.. They
will also be given the opportunity to discuss potential applications of FMEA on a current project. In addition,
a number of related tools that support the use of FMEA will be described and demonstrated.
Topics
-
What is FMEA and Why Does It
Matter To Me?
-
FMEA Critical Success Factors
-
Using the Q-Sorting Method to
Identify Best-Use Opportunities
-
Three Indicators of Criticality
-
Failure Modes, Effects, and Root Causes
-
Determining the Risk Priority Number
-
Using the Cost-Effectiveness Pareto Method
-
Design FMEA Methodology
-
Process FMEA Methodology
-
Using Fault Trees and Cause-and-Effect Diagrams
-
Roles and Responsibilities of
the FMEA Team
-
Follow-Through — Taking Action
and Closing the Loop
-
FMEA Application Exercise
-
Case Study and Applications
Duration: 1-day.
Option: An additional half-day of consulting can be
added to the training to allow time for the facilitator to guide the participants in
applying the methodology to a job-related application.
Briefing for Senior Managers: A special
2-hour briefing is available for senior managers. This briefing can be helpful
in establishing a culture where FMEA is valued and widely embraced from the top
down.
The briefing provides an overview of FMEA, including a discussion of the key management issues
related to implementing and getting maximum results out of FMEA.
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• www.R2assoc.com
Measuring and
Monitoring
Organizational
Performance
- Bridging the Gap Between Six-Sigma and Balanced Scorecards -
This course is
geared for managers and other professionals who are responsible for measuring
and monitoring the performance of the organizations in which they work. It is
based on four premises: 1) the people within the organization are the most
knowledgeable of its systems; 2) there are tangible and intangible benefits from involving these individuals in measuring and monitoring the
systems they support; 3) narrowly-focused solutions can sub-optimize the system; and
4) basic quantitative tools can be used for measuring and monitoring
organizational performance without relying on complex statistical techniques,
methods designed for defect-reduction, or a cadre of analysts to spearhead
projects.
The course centers on maximizing the
potential of seven
performance-enhancement levers: Processes, Policies, Procedures, People,
Projects, Productivity, and Priorities—collectively referred to as the 7-P Levers™. The participants will learn
how to identify critical aspects associated with each of these levers, how to
establish key performance indicators (KPIs), and how to monitor, track, and
communicate the status of the performance-enhancement process over time. This
is a hands-on course that actively engages the participants, giving them ample
opportunity to apply the principles and techniques to their own
circumstances.
Topics
- Overview and Rationale for the 7
Performance Levers™
- Performing a System Assessment -
Relooking the "Box" From Outside-In and Inside-Out
- Considerations for Establishing and Using Performance
Metrics
- Monitoring and Analyzing Performance Patterns
- Decomposing the 7 Performance Levers™
- Identifying the Key Performance Indicators Within the
7-P Levers™
- Planning Your Measurement and Monitoring System
- Running the Numbers
- Establishing Baselines and Performance Expectations
- Launching and Maintaining the System
- Collecting and Recording Data
- Fine-Tuning Your Performance Measurements
- Establishing an Action Plan for Handling Anomalies
- Dashboard Designs - Best
Practices and Recommendations
- Managing the Un-Measurables -
Suggestions for Handling Qualitative Data
- Using Excel and Other Tools to Assist in Measuring and
Monitoring Performance
- Nurturing a Performance-Driven Culture
(this topic is intended for executives)
Take-Aways: Each participant will receive a set of
course notes, worksheets, a CD with helpful files and templates, as well as a copy of
Dr. Roberts’ cutting-edge book, “SPC for Right-Brain Thinkers: Process Control for
Non-Statisticians.”
Duration: This is a two-day workshop that requires
extensive involvement on the part of the participants. A 2-hour briefing is
also available for executives and other policy makers.
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© Roberts & Roberts Associates • Plano, TX • (972) 596-2956
• www.R2assoc.com
Process Reengineering Workshop
| An
intensive how-to workshop on process reengineering that requires a high
degree of involvement and interaction on the part of the participant. The
program steps you through a reengineering framework from end-to-end.
Specially adapted tools and techniques are also demonstrated and practiced.
The ultimate goal is to instill the knowledge and skills necessary to
increase the likelihood of success of your reengineering initiatives, while
avoiding the mishaps that have destined many such projects for failure.
The workshop consists of
the following: |
|
This course was designed
and is instructed by the author of the
 book
. . . . |
Process
Reengineering Fundamentals
Covers the basic components of a
process reengineering initiative, including the framework, critical success
factors, and a description of five process classifications.
Special Challenges and
Risks
Describes two of the most common
situations that are characteristic of "messy processes" and what to do about
them. Also examines "red herrings" that are often put forward as objections to
pursing a reengineering initiative.
Opportunity Assessment
Explores tools and techniques for
identifying possibilities and alternatives for the reengineering initiative,
starting with an "organizing principle" that is linked to customer satisfaction
or other strategic organizational objectives.
Process Analysis
Demonstrates how to assess the as-is status of the process. Also describes why
this is important to know and how this information can be used to target
specific areas for improvement, rather than starting with a blank slate.
Reengineering the
Process
Covers tools for reengineering the
process. Also examines 24 enhancement strategies for streamlining the process
while maximizing its strategic intent.
Planning and
Implementing the Transition
Examines two key issues to
consider when making significant infrastructure modifications, including a
discussion of the "pilot test" as well as factors to consider when phasing-in
changes to the process.
The Reengineering Team
Describes the composition of the
reengineering team, including roles and contributions of the team members. Also
describes pitfalls to avoid when communicating the status and intent of the
reengineering project with others.
Planning and Managing
the Reengineering Project
Brings specially adapted elements
of project management to bear on the reengineering project, ensuring that the
project will be planned and executed with discipline and in a timely manner.
Also discusses factors to consider in managing change from a human perspective
so that the stakeholders will be supporters rather than saboteurs.
|
Detailed Topical Outline
|
- ·Process Reengineering—What It Is &
Isn’t
- Successes, Failures, and Lessons
Learned
- Payoff Pentagon™—5 Change Levers
- How Processes Get In a Mess
- Critical Success Factors
- The Lure of the Process Trap
- Incremental versus Discrete
Improvement
- Process Performance Measurement
System
- The Process Reengineering Framework
- Toolkit for Supporting the Process
Reengineering Framework
- Process Classification—5 Categories
- Spaghetti Processes—Options &
Challenges
- Customer-Linked Processes
- Red Herrings
- Pre-Engineering—Precursors to Success
- 2 Levels of Reengineering Goals
- 3 Types of Tasks
- Derivatives versus Drivers
- Targeting the Processes to Reengineer
- Defining the Process Boundaries
|
- Cycle Time—Integrative Organizing
Principle
- 3 Opportunity Assessment Strategies
- Constructing an Interview Map
- Process Classification Flowcharts
- 5 Characteristics of Service
Processes
- Process Analysis Considerations
- Process Mapping Methods and
Guidelines
- Decomposing the Process
- Means-Ends Analysis
- Tools for Reengineering the Process
- 24 Process Enhancement Strategies
- 2-Key Issues to Consider When Making
Infrastructure Modifications
- Pilot Test Checksheet
- Phase-In Decision Matrix
- The Reengineering Team
- Planning & Managing Reengineering
Projects
- Establishing the Scope
of the Project
- Managing Change
- Psychology of Risk and Change
Aversion
- Building a Compelling Case for
Reengineering
|
Duration: 2-days. A special ½ day briefing is also available for executives, reengineering team leaders,
reengineering "czars" and process owners who will be impacted by reengineering initiatives.
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Information
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© Roberts & Roberts Associates • Plano, TX • (972) 596-2956
• www.R2assoc.com
Statistical Process Control for
End Users™
This workshop is intended for those who need a practical understanding of Statistical Process Control (SPC).
These are often individuals and teams who have been charged with using SPC on the job --
in other words, "front-line" employees who have
been empowered to prevent and solve problems at their source. The course provides a easy-to-understand
introduction to SPC for those who wish to put the concepts into immediate
practice. It purposely steers clear of abstract statistical concepts that are confusing and often
intimidating to non-specialists. Practical exercises are used throughout the workshop.
Topics
- What Is Statistical Process Control?
- Benefits of Using SPC
- What Users Need to Know About SPC
- Sources and Nature of Variation
- Two Key Process Performance Indicators
- Identifying Critical Control Points
- Establishing Quality Characteristics
- Identifying the Process Center Line
- Establishing the Process Control Limits
- Understanding the Control Chart Format
- Sampling, Recording, and Plotting Data
- Interpreting Natural and Unnatural Patterns
- Attributes versus Variables
- Problem Solving Using SPC Techniques
- Problem Analysis Tools Used With SPC
- Introduction to Cp and Cpk
- Introduction to the 6-Sigma Quality Standard
- Team Considerations for Using SPC
- Applications and Exercises
|
|
This course was
designed and is instructed by the author of the book . . . . |
Objectives
Participants successfully completing this course, will be able to:
- Analyze their current processes to pinpoint critical quality characteristics
- Determine root causes of variation
- Establish an SPC data collection plan
- Transform process performance data into process decision information using SPC
- Use SPC tools to analyze process variations and anticipate potential problems
- Recommend actions for controlling and stabilizing undesirable process variations
Duration: 2-days.
Option: Consultation and
guidance is also available to managers and teams who are responsible for going
the next step in setting up and maintaining an SPC system on the job. Contact us for details
and options on SPC implementation support.
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• www.R2assoc.com
Process Improvement Toolkit
This workshop builds skills for solving problems at the point where they occur¾in
the trenches. It is intended for organizations who recognize that "empowerment"
requires more than lip-service or wishful thinking ... true empowerment requires
that frontline employees have ready-access to the tools they need in order to
recognize, prevent, and solve problems.
The participants in this
workshop will become skilled in using the Process Improvement Toolkit to solve
problems and exploit opportunities that impact productivity, yield, and
production cycle time. They will learn . . .
. . . how to recognize which tool to use and when
. . . how the tools are used to support a systematic problem solving method
. . . how to recognize on-the-job opportunities for applying the tools
. . . how to work together as a cohesive team to solve problems and implement
solutions
Topics
- 4 Steps to Effective Problem Solving
- Identifying Opportunities for Improvement
- How to Solve Problems in a Team Setting
- Understanding the Process Improvement Tools
- Selecting the Right Tool for the Job
- A Checklist of Critical Dos and Don'ts
- Practical Applications and Exercises
Workshop Materials
Every participant will receive the following:
- A full set of course notes
- Forms and examples
- A certificate of completion
Duration: 1-day
Optional Assessment: For
companies that would like pinpoint job-related improvement opportunities based
on input from participants in the course, we suggest that each participant
complete our online MAP Critical Issues Survey™ prior
to attending the course. This value-added option allows for rapid identification
of need-improvement areas based on 1) the criticality of the problem and 2) the
degree of consensus among the participants.
Optional Follow-On Coaching: We
also recommend that the facilitator be involved in at least one team meeting
following the workshop in order to monitor and coach the team members in action
while they are applying the process improvement tools and techniques.
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Information
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• www.R2assoc.com
Gleaning Facts From Figures™
Analytical Reasoning Skills for Critical
Thinking
In
the information-rich society in which we live it is becoming increasingly
difficult to make sense of the barrage of data we are constantly fed from the
Media, Wall Street, advertisers, economists, product vendors, and special
interest groups¾not
to mention the "number-crunchers" within our own organizations. Complicating
matters, many admit they have less time than ever before to questions the
numbers and rationale on which decisions are made¾making
them susceptible to assertions and propositions that are based on questionable
data, bad math, persuasive language, or faulty analysis.
This course is intended
for individuals, regardless of their background, who wish to improve their
analytical thinking and reasoning skills¾including
a working knowledge of a few simple but effective tools to assist them in these
areas. The course builds skills in Gleaning Facts From Figures™ that
pertain to: 1) solving problems or identifying opportunities, 2) making informed
decisions, and 3) ascertaining the truth when data is used to try to "sell" a
product, service, or proposition.
Drawing on examples from
public sources and business publications, the participants are provided with a
real-world context for understanding how and where the principles apply, rather
than a litany of dry facts. This
"side door" approach especially appeals to individuals
who may be intimidated by math or those who learn best by relying on practical
examples, rather than theory. Formulas and calculations are
kept to a minimum, demonstrating instead how contemporary tools such as Excel
can enhance critical thinking and also reveal hidden patterns and trends using
simple charts and graphs.
Objectives:
This is an applied course to
enhance real-world analytical and critical thinking skills, both on the job and
in your personal life. The threefold objectives of the course are as follows:
1. To solve
problems or identify opportunities that depend on knowing:
-
If the
data point to probable causes
-
If the
data suggest a possible trending condition
-
If the
data suggest hidden, overlooked, or untapped opportunities
2. To make
informed decisions that depend on knowing:
3. To detect
fallacious or specious assertions that depend on knowing:
-
If there
is factual information hidden in or misrepresented by the data
-
If
important information has been lost when the data was compressed or summarized
-
If the
data and the facts support the conclusions and the recommendations
–
Topical Outline –
-
Profile of an effective analytical thinker – skill set, mindset, and
habits
- Examples of how
numbers are used and misused by vendors, the media and SIGs
- Uses and abuses of averages and percentages –
knowing what to watch for
- Uses and abuses of statistical charts – avoiding
"visual manipulation"
- Uses and abuses of surveys – including
misinterpretation of the "margin of error"
- Logical errors – how
to recognize and avoid them
- Correlation versus causation –
recognizing hidden
agendas and circular logic
- Sources of variation and uncertainty in
workplace
data
- Analytical techniques
used to test relationships
- Analytical techniques
used to track trends
- Analytical techniques used to support
decision-making
- Analytical techniques
used to support risk analysis
- Analytical techniques
used to assess differences
- Analytical techniques
used in market research and survey analysis
- Complicating factors, such as multiple contributors
to variance
- Rapid calculating and
order-of-magnitude "sanity-checking" techniques
- Putting the Pareto principle to work
- Making sense of the symbols statisticians use
- How to read and interpret a statistical report
- Using the basic statistical
and charting functions in Excel
- Using the Big-3
Questions to frame and avoid Type III logical errors
- How decision makers
deal with uncertainty
- How decision makers
make decisions – implications for data providers
- How to "package" and
present quantitative information to senior managers
- The 21st century
paradigm: Marrying qualitative and quantitative methods to deal with
"wicked problems" involving humans factors and human nature
|
|
This course was
designed and is instructed by the author of the book . . . |
Take-Aways:
Each participant will receive a set of course notes, handouts, a variety of
helpful files, and a resource guide to assist in constructing Excel graphs and
charts.
Duration:
This is a 2-day
skill-building course with extensive hands-on exercises. Many of the
exercises take advantage of the charting and data analysis capabilities of
Excel. Each participant should have access to a computer (laptop or desktop)
that has MS Excel installed (version 2003 or later) and also a basic working
knowledge of Excel.
Options:
A one-day version the
course is available that uses a limited number of exercises along with demonstrations
presented by the instructor. Topic areas can be emphasized or deemphasized
as necessary to address skill-development areas that are of particular interest
to the client.
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Information
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ASAP™
Analytical Skills
for Administrative Professionals™
Practical Skills for Contemporary
Administrative Professionals
Over
the past decade, administrative
professionals have had to adjust to changes in the workplace that are driven by
three key factors: 1) the need to “do more with less,” 2) a rapid increase in
information, and 3) the growth in complexity of the problems they encounter. As
resources are stretched and attention spans have become shorter, administrative
professionals often stand as the last line of defense in detecting and
preventing problems that can have serious consequences.
This 2-day course—Analytical Skills for Administrative Professionals™ (or ASAP™
for short)—was developed with these realities in mind. It is specifically geared
for administrative professionals who play a pivotal support role in a
fast-paced, information-rich work environment. While some courses are
essentially lectures about the virtues of an analytical mindset and others are
tied to a particular problem-solving process, ASAP™ builds and reinforces
analytical skills that are supported by a versatile "toolkit." Also, rather than
spending valuable class time on defining terms and discussing theories, the
course relies on practical exercises to build skills in using analytical tools
and techniques that have immediate application on the job.
The participants will acquire
analytical skills that are useful in:
- Detecting and taking definitive action to prevent potential problems
- Making others aware of problems before they are escalated or spiral out of
control
- Making real-time decisions by rapidly assessing the facts and assumptions
- Identifying logical errors, false conclusions, and unsubstantiated
assertions
Each participant will also receive a copy of the course notes and a CD
containing helpful forms, tools, and spreadsheets that can be used on the job.
–
Topical Outline –
- Pre-assessment of your analytical-thinking
skills
- Survey of analytical skills that are relevant
to administrative professionals
- Understanding and adapting your personal
problem-solving style
- Uses and abuses of numerical data – knowing
what to look for
- Uses and abuses of charts and graphs –
avoiding ambiguity and “visual manipulation”
- Detecting logical errors, weak arguments, and
false conclusions
- Analytical techniques to support
decision-making
- Analytical techniques to support risk analysis
- Rapid calculating and estimating techniques
- Tools and techniques for identifying root
causes of problems
- How to read and interpret tables, graphs, and
statistical reports
- Getting “heard” when it is
essential to get your point across
- Eliciting information from others
using tactful and insightful questioning techniques
- Using a structured framework to
assist in problem solving
- Using a structured framework to
support fact-based decisions
- (Optional)
Using MS Excel to analyze data and to create compelling charts
|
|
|
Target Audience:
Secretaries, administrative assistants, office managers, and operations
support personnel who want to enhance their analytical thinking skills and
acquire proficiency in using certain tools to assist in solving problems, making
decisions, and assessing risks. (Note: If the optional content on using MS
Excel is desired, the participants should have at a basic understanding of how
to use this tool, including how to perform simple arithmetic functions, how to
navigate within a spreadsheet, and how to open and save spreadsheet files.)
Duration:
2-days. A 1-day version is also available that emphasizes a narrower skill set.
(For descriptions of other programs in The
Platinum Series for administrative professionals,
click here.)
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Measuring HR Processes and
Initiatives™
With the increasing demands that are being placed on HR
departments, and the narrowing margin for error, there is an increasing need to
apply scientific methods to HR processes and initiatives. Chief among these is
the effective use of metrics and measurements to assist in setting goals,
monitoring performance, and making "data-driven" decisions.
This course builds skills in measuring the tangibles and intangibles that are
critical to the success of HR processes, projects, and initiatives. It takes a
balanced approached to the use of HR metrics by ensuring that metrics are not
abused, misused, or overused. Time will also be allotted in the course to allow
the participants to devise job-related metrics that are relevant to their HR
specialty and unit. These will be discussed in an open forum using four criteria
to evaluate their efficacy. Hands-on exercises are used throughout the course to
reinforce the basic concepts.
The goal is for the participants to not only learn the concepts but to come
away with metrics relevant to their specialty that can be immediately applied
and tested on the job.
–
Topical Outline –
- Introduction to the use of metrics and
measurements in HR processes
- Survey of best practices involving the use of HR
metrics and measurements
- Anatomy of an effective HR metric
- 4 criteria for assessing the efficacy of HR
metrics
- Identifying the critical metrics in your HR
processes and initiatives
- Critical mistakes to avoid
- Devising metrics to measure intangibles
- Translating metrics into manageable measurements
- Collecting and compiling HR metrical data
- Analysis tools and techniques relevant to HR
metrics and measurements
- Reading and interpreting patterns and trends
- Creating reports and charts to communicate HR
metrical data
- Using information to support fact-driven HR
decisions
- Individual, team, and group exercises/skill
practices
|
|
|
Target Audience:
HR professionals in all of the various specialties, including HR managers
and department heads.
Duration:
2-days (14-hours of class time)
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Information
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Expanding Your Right-Brainwidth™
In
the complex world of the contemporary workplace¾a
world where the vast majority of problems involve human factors cannot be solved
by formulas or purely logical reasoning¾it
is incumbent on left-brain analytical thinkers expand their repertoire of
right-brain reasoning skills.
This cutting edge seminar
draws on contemporary research in brain science and
psychology. It sheds light on the neurological differences between left-brain
dominant and right-brain dominant individuals and why these differences matter
in a workplace that requires a blend of thinking and reasoning styles to deal
with complex problems. Skill-building focuses on the following four
components:
-
Helping left-brain
thinkers understand how right-brain thinkers solve problems and process
analytical data
-
Helping left-brain
thinkers better communicate with right-brain thinkers
-
Helping left-brain
thinkers enhance their right-brain thinking skills
-
Helping left-brain and
right-brain thinkers better understand and value the contribution that each
thinking and reasoning style brings to the table
Note: This is
not a course on "emotional intelligence" by a different name. It is based on
the premise that both left-brain and right-brain thinkers are quite capable of
dealing with complex problems in a rational manner, but will often arrive at
different conclusions based on the fact that their reasoning methods involve
distinctly different neural processes.
Duration: 1-day
workshop
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• www.R2assoc.com
To inquire about an on-site or customized workshop,
call us at (972) 596-2956 or
send an e-mail message to:
info@r2assoc.com
www.R2assoc.com
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