音樂(lè)教學(xué)中滲透環(huán)保教育工作總結(jié)ppt課件

1、360 degree feedback:facilitation advice for line managersThis is an illustrative briefing pack for line managers preparing to run feedback sessions for their teams using TPMGs orbitPLUS. Clients are invited to customize this for their own briefings. It may include options that as a client you will n

2、ot be using but are included here for completeness.There are separate files for HR and system managers, which covers progress and management reports and for general briefing for all participants. See also TPMGs white paper “360 Degree Feedback Facilitating Feedback It is structured in 4 parts:360 fe

3、edback360 feedback resultsInterpreting the reportCoaching & facilitationQQ寶 qqbao360 feedbackWhy 360 feedback?improving performance begins with self-awareness 360 is a powerful tool in raising an individuals awareness of their strengths and weaknesses and their impact on others reinforces strengths

4、builds self esteemit prompts questions such as: do I continue doing this, stop doing this, try new waysits the best way to see the individuals full contribution and their development needsfeedback may be “perceptions but perceptions matter - they influence how colleagues behave towards the individua

5、l, e.g. if someone is generally seen not to listen and not to act on ideas from colleagues, it is likely that those ideas will dry up or be channelled elsewhere360 feedback360 the benefitsa fuller and more accurate picture of the individuals performance “in the roundimproved or changed behaviours/pe

6、rformance in the light of the feedbackbetter communication increased recognition (by individuals and the organization generally) of the significance of “relationship skills moving towards greater trust and opennesscontribution to a culture shift (usually prompted by the top team initiating a feedbac

7、k process for themselves)360 feedbackPerception matters!perceptions are real because their consequences are realwe are viewednot by what we are, but by how people perceive us to benot by what we say, but by what people hearnot by what we do, but how we appear to do it360 feedbackTips for giving feed

8、backStart with the positive: “I really appreciate how you make time to listen to staff concernsBe specific - “the way you handled that situation was really helpfulFocus on behaviour which can be changed: “it would help me if you gave me a one page summary of your reports, with key recommendations an

9、d actionsOffer alternatives: “it might have helped to put X at her ease if you had spoken to her first before the team meetingDescribe rather than judge or evaluate (“you often appear to get to a conclusion, before I have fully described my proposal not “you are a poor listener)Own the feedback : “I

10、t seems to me that . is less judgemental about a person than “You are. and recognise what the feedback says about youResults: summary chart showing scores at cluster level as chart and table.360 feedback resultsResults: top 5 and bottom 5 items for the individual, according to average scores from re

11、spondents.360 feedback resultsResults: list of significant differences between Self and Line Managers perceptions;andlist of significant differences between Importance & Performance.360 feedback resultsResults: summary chart showing gaps between Importance and Performances at cluster level as chart

12、and table.360 feedback resultsResults: comparing the individuals scores with the range of scores from others in the group.360 feedback resultsResults: detailed results at statement level. 360 feedback resultsResults: detailed results at statement level. Comments for each Competency shown at end of s

13、ection. May show some merger of comments from small respondent groups.360 feedback resultsResults: final comments grouped by respondent category.360 feedback resultsResults: final comments grouped by respondent category.360 feedback resultsResults: List of people invited to give feedback360 feedback

14、 resultsInterpreting the report Opening questionsread the advice on the front pageopening questions: overall: is this a picture of yourself in the round that you recognise? what are you pleased to see?which specific results indicate that you may have:particular strengths to build on and use more wid

15、elyparticular development needswhat concrete examples have been provided in the feedback? what do you make of them?any surprises that you need to dig into?how does this picture square with other data that you have about yourself (e.g. from other development programmes)Interpreting the report Follow

16、up questionsquestions (cont.)what are the 2 or 3 things you are (most) concerned about? what is the data saying about those?how do you think you might address them?what actions will have the most impact on them?how will that help your capability and performance in the team?who do you need support fr

17、om in taking forward these actions? closing questionslooking a year ahead, say, how would you like to see the pattern of that chart change? how will that help your overall performance?what are you going to say back to the providers of your feedback to indicate what you have taken from the exercise a

18、nd what you are going to do about it?Coaching & facilitationPrinciples of coachingaim is always to improve performancebelief that the subjects potential is greater than current performancelearning is essential to improving performancein order to learn people need tobe awarefocus attentiona coach is

19、not a teacher but coaching can combine specialist know-how to help the subject to find own solutionscoaching is essential because new organizational structures and working styles require:far more trust, sharing of responsibility & delegating of actionfar less micro management and face-to-face direct

20、ionCoaching skillsTellingInstructingAdvisingGuidingGiving FeedbackMaking SuggestionsAsking questions that raise awarenessSummarisingParaphrasingReflectingListening to understandSolving someones problem for themHelping someonesolve their ownproblemfrom Myles DowneyDirectiveNon-DirectiveCoaching & fac

21、ilitation Your role as 360 facilitatormeeting to last 1-2 hoursexplain your role (e.g. “your Research Assistant to help you get the most value from your feedback)introduce and explain the format not the content of the report 5 minutesanswer any questions about how the report is structured etc.ask th

22、e individual to read it do not discuss the content until they (like you) have had time to digest it (usually takes 20-30 minutes to read suggest where possible you sit outside and await their call)discuss the individuals conclusions from the report and discuss development plan. treat the meeting as

23、a coaching session using your coaching skillsCoaching & facilitationCoaching tips : ask the right questionsopen: to open up the discussionto gather information “what has pleased you most about this feedback?to assess feelings “what do you feel about trying out that idea?to drill down “what makes you

24、 feel it will be difficult?clarifying: to review, check understanding“what was happening in that meeting, what were colleagues doing and sayingprobing: explore in detail“might you have expected fewer problems coming through from that department, what might explain the increase?closed: to direct and

25、close down the discussionto clarify or confirm “is it the case that?to gain commitment “are we agreed then.?Coaching & facilitation“What a Star! the challenge of the high performersstars set their own high standardsitems that might seem marginally below their high par may be significant to themstars

26、 like and need feedbackany discussion is likely to be focussed and productive, with gains for the individual and colleaguesstars make ideal mentorslikely to be a benefit both to them and those being mentoredstars show the waythey can provide powerful role models and roads to improvement for othersCo

27、aching & facilitationFeedback: avoidance!Denial: “its not my faultthe questions dont apply to my rolethey dont work with me enough to knowI am what I amno time to talk about this nowAttack the question, the process or the respondentsI dont get on with these peoplemust be a mistake herethe questionna

28、ire was too long/shortwhat will HR think of next?Ive been stitched upRationalise: explaining the feedback awayI knew this all alongmy respondents interpreted this question differentlythe reason for this score is.OK, but there is nothing I can do about it because.Coaching & facilitationTraps for the

29、coach to avoid - 1identifying with or defending the instrument it is their reportdefending the data it is their datadirecting rather than prompting the interpretation of the datafeeling you have to have the answerstelling the subject what to doundue or premature interruptionfeeling you have to fill

30、the silence people will be thinkingCoaching & facilitationTraps for the coach to avoid -2talking in generalities in action planning focus on specifics e.g. not “improve delegation skills but e.g.“agree with staff clear performance standards for tasks, agree the quality measures and a picture of “wha

31、t success will look like; ask staff to summarise what they plan to do, to check for understanding.arguing to win or give an answer to every objectionover-use of the “why question (invokes reasons, justifications and excuses) use “what (builds awareness)not “why do you think they say that instead “wh

32、at is happening in those circumstances what are they doing/saying, what are you doing/saying? what are they telling you?Coaching & facilitationDevelopment optionsRole enrichmentRole enlargementCoaching in the roleBenchmarkingTeam assignmentsProjectsRole rotationTransferActing upUnderstudyCoach other

33、sMentor othersNetworkingCommunity workSecondmentsSelf studyProfessional developmentRole playTeam buildingSkills training Seminars/conferencesDevelopment centresFocus on prioritiesthe Domino effect if we improve on those the rest will fall into placelong lists are unlikely to work and, with the Domino effect, should not be neededCoaching & facilitationManaging the process: the basicslocation private room, not overlooked, away from distractions, mobile phones off etc.time usually 1-