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This month the Gangsta Motivator looks at the Training Compartment.

At Succeeder Solutions, we guide our students into a safe space where they can really learn. We call it the Training Compartment. According to Carl Jung (of Crosby Stills Nash and Jung), there are four parameters to consider when setting up the Training Compartment: environment, energy, content and decisionfulness.

Here is a check-list to help you when arranging the seminar room in a reasonably-priced, out-of-town chain hotel:

Environment: Are there nice green and orange sucky sweets in noisy wrappers?

Energy: Is the room at least half an hour's walk from reception and the nearest toilets?

Content: Can it be summarised in 35 pages of closely-typed text, with some nice multi-coloured box-type things with 19 sub-boxes and arrows?

Decisionfulness: Will participants be thinking hard about which buffet lunch option to choose--or to strike out and head to the carvery?

Another approach is based on individuals and their different types of temperament. The Ancient Greeks invented temperament. Zeus (the world's first Organisational Development consultant) used them in his management training at the Mount Olympus Hilton (North) on the A41 near Athens.

Here is a summary of the four Typical Training Temperaments:

* Keeny: always asks questions. Sits at the front. Gets back from breaks on time. Probably thick.

* Tidy Tim/Tina: fancy briefcase. Manages to keep all the handouts and in the right order in a nice file.

* Grumpy Guts: doesn't want to be there. Doesn't smile or say thank you. Looks out of the window a lot. Says nothing--except on the feedback form afterwards.

* Artisan: does intricate doodles on their notepad. Makes lovely origami animals out of the handouts and re-arranges the biscuits into beautifully geometric shapes instead of discussing the issues.

At Succeeder Solutions, our motto is "if you can't manage it, don't measure it". Stress is notoriously difficult to measure. Despite using Trevor Maslow's (no relation to Abraham) 'Hierarchy of Neediness' and 720 feedback, all we know is that stress can affect your staff's well-being. Apparently 20 per cent of sick employees account for 80 per cent of a company's health costs. So it's important to identify those 20 per cent and get rid of them.

However, stress can be useful--in telling your body when to worry about things. Without stress you might jump into the lion's enclosure at the zoo. Then your body needs stress to produce the adrenalin to create extra strength to run away from the lion or to stop and fight it.

But what about a third way? Not 'fight or flight' but 'I hope it'll be all right'. It may be possible to reason with the lion, for example, with the latest lion-centred counselling or coaching techniques, or a piece of tasty raw fillet steak, or by pointing at someone else nearby--a 'decoy'. This is very useful in organisational life. Don't flee or fight, just implicate someone else and say you knew it was a bad idea all along. Great for reducing stress.

We can show stress in different ways--physically, emotionally, psychologically and behaviourally. Here are some examples of Stresso-Symptomatology:
Physical Cognitive

Being smelly Using Abba songs to get your point

Wearing ill-fitting clothes Getting lost in the middle of a

Taking off shoes in budget Calling the chief executive 'Mum'
meetings by mistake

Twirling round and round in the
office chair for hours on end

Emotional Behavioural

Punching an HR specialist Volunteering for extra duties
 (eg organising Christmas party)

Shouting at passers-by Wearing a 'funny' tie

Reading Grazia magazine and Suddenly re-aligning your hairstyle
extrapolating learning points without checking with an
from it organisational development specialist
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Title Annotation:FINAL WORD
Author:Spence, L. Vaughan
Publication:Training Journal
Geographic Code:4EUUK
Date:Sep 1, 2008
Previous Article:Grass Roots Group.
Next Article:The editor.

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