Effective Learning

Learning is any activity that leads to a relatively permanent change in behavior. It occurs through experience. Learning can take place through any of the four approaches:

• Intuitive Learning : This takes place primarily through guesswork
• Incidental Learning : This takes place through any unplanned event
• Retrospective Learning : This takes place by reviewing one’s past experiences
• Prospective Learning : This takes place by planning to learning ahead

David Kolb proposed the learning cycle which consists of four stages commencing from Concrete Experience leading to Reflective Observation transcending into Abstract Conceptualisation and culminating into Active Experimentation.

Peter Honey and Allan Mumford took the above findings forward and labeled the four categories of learners as under:

• Activists : Concrete Experiencers
• Reflectors : Reflective Observers
• Theorists : Abstract Conceptualisers
• Pragmatists : Active Experimenters

It therefore behoves on a trainer to appreciate that learners are not homogenous in their learning styles. Because of this heterogenecity, a trainer should tailor-make his/her presentation to match the interests of the concerned learner. So, Activists will prefer business games, outbound training, Reflectors will like case-studies, brainstorming through group discussions, Theorists will look forward to concept sharing, lecture methods, while Pragmatists will be comfortable with a blend of the foregoing techniques.

However, whatever is the technique, the following principles should be borne in mind to foster an effective training climate:

• Learning takes place in a relatively relaxed and non-threatening environment
• Learning takes place when a reward is associated with the learning process
• Learning takes place when the learner is given sufficient time to practice the learning content
• Learning takes place when the learner sees practical utility in what is being learnt
• Learning takes place when reinforcement is provided to the learning process

Once the above measures are taken into consideration, it will result in a ‘win-win situation’ for both the trainer and the learner. This forms the fulcrum of effective learning.

Contributed By:
Prof. D. P. Chattopadhyay
(Globsyn Business School)

A Snippet

A snippet from the newsletter 'Breakthrough for Managers': October, 2010 issue

One day, all the employees reached the office and they saw a big notice on the door on which it was written:

"Yesterday the person who has been hindering your growth in this company passed away. We invite you to join the funeral in the Conference room."

At first everyone was sad to hear that one of their colleagues had died, but after a while they started getting curious about who this person might be. The excitement grew as the employees arrived at the Conference room to pay their last respects to the person.

Everyone wondered: "Who is this person who was hindering my progress? Thank God,he is no more." One by one the employees got closer to the coffin and when they looked inside it they suddenly became speechless. They stood over the coffin, shocked and in silence, as if someone had touched the deepest part of their soul.

There was a mirror inside the coffin: everyone who looked inside it could see himself. There was also a sign next to the mirror that said: "There is only one person who is capable to set limits to your growth: it is YOU."

Management Lesson

When the former President of India, Dr. APJ Abdul Kalam was speaking at Wharton India Economic Forum, Philadelphia, on March 22, 2008, he was requested to cite an example of how leaders should manage failure.Dr. Kalam mentioned, in 1979 when "Rohini" satellite went haywire, though Dr. Kalam was the project director and morally owned this failure, Prof. Satish Dhawan, the leader of the organization, as Chairman, ISRO (Indian Space Research Organization), in a press conference at 7.45am, 45 minutes after the faulty satellite-launch, in ISRO's satellite launch range in Sriharikota (in Andhra Pradesh) where journalists from around the world were present, took responsibility for the failure saying that the team had worked assiduously, but needed more technological support, assuring the media that in another year, the team will surely succeed. The following year, in July 1980, when the satellite lauch was successful and the whole nation was in a celebration mood, Prof. Dhawan told, Dr.Kalam,"You conduct the press conference today".

Thus the management lesson from the above was, when failure occurred, the leader of the organization owned the failure; when success came, he gave it to his team.

Contributed By:
Prof. D. P. Chattopadhyay
(Globsyn Business School)

Pic Source: www.dae.gov.in

How to avoid being overlooked at your job

Have you ever come across a situation when you were overlooked by your boss while at your job ?

Try out the following which could prove worthwhile:

• Simply ignore certain things : When you ignore certain things you do not want, such an approach constitutes your self-respect.
• Learn to say 'No' : This is a skill you ought to develop. Be polite, yet firm to say 'No' to things you wish to avoid as this helps to conserve your energy for things you desire to do.
• Keep you temper on ice : Never allow your temper to fly. In other words, always be composed as it enhances your interpersonal relationship with others.
• Be resourceful : Organizations love to have employees who can make things happen. This will increase your 'visibility'.
• Set priorities : Avoid running into a stage of over-stress and 'burnout'. Yet do a little extra which others might not. This would enable you to get noticed.
• Emerge as a leader: Creativity and innovation would help on this front. Ingenuity matters.
• Concentrate on key issues: Do not let the trivial bother you. Once you focus on right things, you will eventually become conspicuous.
• Remember the 'P-O' fit: Success results when P(for Preparation) meets O(for Opportunity). So, do not get bogged down with failuresHone you skills : Expanding your expertise makes you 'wanted'.
• Learn the art of co-determination : This means to imbibe the habit of collective problem-solving.

Happy Working !!!

Contributed By:
Prof. D. P. Chattopadhyay
(Globsyn Business School)

Culture is the King

In today’s context, Culture of an Organization is the prime differentiator between a good and not so good company, however it is the only differentiator between a good and GREAT company!!!

The reason for this is as follows:

• All performance is driven by Culture
• Competitors can copy Product/Services/Branding but cannot copy CULTURE (Sustainable Competitive advantage)
• Convey right perspective to all Stakeholders
• Help to imbibe Organizational Pride which is critical to hold on to the talents
• Trust & Commitment
• Loyalty & Passion
• Emotional Bonding
• Contribution to Success
• Ability to reach out to clients
• High Performance
• Creativity to think differently
• Sense of ownership

The best way to develop Culture in a Company is through the 4 way approach -

1. Awareness & Reflection – Some of the tools for doing so are as follows
   • Employee Survey
   • Trust Index/Trust Audits
   • Benchmark Cultural Practices
   • Study Missions/Awareness Workshops
   • Action Planning Workshops
   • Communication – Communication - Communication
   • Ownership Building Events
   • Stakeholders Feedback
2. Capability Building – can be managed through the following initiatives
   • Leadership Training & Coaching
   • Training of the Line Manager
   • Coaching & Mentoring Skills
   • HR (Gurukul/Sherpa Approach)
   • People Leadership Assessment
   • Incubation approach
   • Rituals & Programs
   • Repetition & Sustenance
3. Promotion & Engagement – this is important and can be facilitated through the following measures
   • Vision/Mission/Core Values (Review periodically)
   • Culture Alignment
   • Internal Branding
   • External Branding
   • Leveraging Unique Attributes
   • Aligning EVP with Customer Value Proposition
   • EVP to Attract & Retain
   • Innovation@Workplace
4. Institutionalization – last but not the least this approach creates sustainability and scalability
• Design of People Systems & Processes
• Implementation & Support
• Create High Performance Culture which facilitates to execute Strategy
• Align Total Reward Strategy to Business Outcomes
• Establish Emerging People Paradigm – Employee as an Investor
• Aligning Leadership to Culture Building

Contributed By:
Mr. Ranjan Sarkar
Senior Vice President - HR & Corporate Communication,
Acclaris Business Solutions Pvt. Ltd.

An Obituary printed in the London Times

Interesting and sadly rather true.

Today we mourn the passing of a beloved old friend, Common Sense, who has been with us for many years. No one knows for sure how old he was, since his birth records were long ago lost in bureaucratic red tape. He will be remembered as having cultivated such valuable lessons as: -

• Knowing when to come in out of the rain;
• Why the early bird gets the worm;
• Life isn't always fair;
• and maybe it was my fault.

Common Sense lived by simple, sound financial policies (don't spend more than you can earn) and reliable strategies (adults, not children, are in charge).

His health began to deteriorate rapidly when well-intentioned but overbearing regulations were set in place. Reports of a 6-year-old boy charged with sexual harassment for kissing a classmate; teens suspended from school for using mouthwash after lunch; and a teacher fired for reprimanding an unruly student, only worsened his condition.

Common Sense lost ground when parents attacked teachers for doing the job that they themselves had failed to do in disciplining their unruly children.

It declined even further when schools were required to get parental consent to administer sun lotion or an aspirin to a student; but could not inform parents when a student became pregnant and wanted to have an abortion.

Common Sense lost the will to live as the churches became businesses; and criminals received better treatment than their victims.

Common Sense took a beating when you couldn't defend yourself from a burglar in your own home and the burglar could sue you for assault.

Common Sense finally gave up the will to live, after a woman failed to realize that a steaming cup of coffee was hot. She spilled a little in her lap, and was promptly awarded a huge settlement.
Common Sense was preceded in death, by his parents, Truth and Trust, by his wife, Discretion, by his daughter, Responsibility, and by his son, Reason.

He is survived by his 4 stepbrothers;
I Know My Rights
I Want It Now
Someone Else Is To Blame I'm A Victim

Not many attended his funeral because so few realized he was gone. If you still remember him, pass this on. If not, join the majority and do nothing.

Source: The London Times

The 5S of house-keeping

This is a Japanese concept which denotes seiri, seiton, seiso, seiketsu and shitsuke.

The English versions are sorting, straightening, systematic cleaning, standardizing, and sustaining. At times, another S. safety is included.

Briefly, the implications are:

• Sorting: Eliminate things which are non-essential. Keep only those things which are necessary.
• Straightening: Set things in order in such a way that it is easily accessible.
• Systematic cleaning: Tidiness, cleanliness are the rules of the game.
• Standardizing: Consistency should be maintained so everyone observes the first 3S's through awareness of responsibilities.
• Sustaining: Prevent rollback to old ways;even think of better ways

The sixth S refers to workplace safety.

5S principle is observed by companies through signs and posters which help to educate employees on the 5S's.

Contributed By:
Prof. D. P. Chattopadhyay
(Globsyn Business School)