STAFF DEVELOPMENT
were able to incorporate one of the concepts at work , others will likely ask for clarification of how they were able to achieve the outcome .
Because the group leader typically knows the other members , they are able better illustrate the concept or approach by calling on individuals they know have relevant or unique experiences . This also provides others the opportunity to see different or better approach . In other instances , they may refer to a related event that occurred in the department to better illustrate the concept .
The environment is typically very collegial with candid conversations . Individuals have different backgrounds and experiences , so there may be some passionate discussions about issues . The purpose is for everyone to learn new and better ways to perform their jobs , build trust , and develop stronger relationships . Because of this , it is critical for the leader respond positively to this feedback . working on the same scenario , they are likely to develop different or unique responses . This is not to say one is wrong or better than another , just different . This too is important for persons to learn there are multiple solutions for the same problem .
It is easy for breakout groups to get off topic . To prevent this , the facilitator should provide a short period for the groups to develop their responses and identify their spokesperson . After the breakout group presentations , it is important for the facilitator to circle back around and bring closure to the meeting . Feedback is the breakfast of champions . To enable this , seeking input from the group on how they can use information from the discussion anchors concepts to performing better on the job .
Again , this also provides new ideas and perspectives to the other members .
How well people interact really depends on the organizational culture . Organizations with a strict hierarchy may experience more difficulty developing open conversations . It is important to recognize , that while rank matters when it has to matter , don ’ t make discussions a chain of command issue when having an open conversation . Persons at different levels in the organization have different perspectives regarding the same issue . The idea is to expand individuals ’ perspective to better understand the ‘ big picture ’ and prepare them for future assignments . During the second part of the meetings , participants break into discussion groups of five to six persons each . Each group is provided the same scenarios and questions . Using the material from the assigned reading , they are asked to discuss what and how they would respond to the scenario and how this is different than how they would previously responded ?
These groups are smaller and tend to have much more candid conversations . While the separate groups are
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