system approach to training programs development

System approach to training programs development, or

Useful correspondence between some popular typologies in terms of

Basic Functionality Matrix

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Basic Functionality Matrix (FM)

F: Introducing changes,Activity – «Father» - TIME

Responding changes,Reactivity

«Alien»

M: Belonging,«One's own» – «Mother»

- SPACE

fm

FM

fM

Fm


Active

Passive

Antagonistic

Friendly

Dominance

Influence

Steadiness

Compliance

DISC styles


Profile factorsMotivator Value to the

org.Management style

Sales / Negotiati

on

Basic fear

D Power & Authority

Driving for Results

Directing Closing Failure

I Public Praise &

Recognition

Working with and Through

People

Motivating Opening / Presenting / Relating

Rejection

S Security Service/Support/Specialist

Organising Service & Support

Insecurity

C Standard Operating Procedures

Technical / Quality /

Standards

Rule Enforcemen

t

Details & Features

Conflict



Introducing new(Effective)

Improving the existing(Efficient)

Measurable(Short-time)

Not measurable(Long-time)

P

E

I

A

Adizes PAEI-type



Insisting onown position

Making concessions

Ignoring other’sposition

Acceptingother’s position

Competitive

Collaborative

Accommodating

Avoiding Compromising

Kenneth Thomas and Ralph Kilmann styles of dealing with conflict



Urgent / Important Matrix

Urgent

Not urgent

Not important

Important

Not importantUrgent

UrgentImportant

ImportantNot urgent

Not urgentNot important



Sales Process

High directive

Low directive

Low participative

High participative

Closing

PresentationDiscussionPreparation

Making contactInvestigating needs



Subordinate’simplementation

Managerial circle

ControlAnalysis

Planning

Action

Understanding

Being on a distanceFrom the situation

Being in the situation

Leading

Organization



Sources of power

Reward, punishment

Charisma

Personal examplePersonal Relationships

NormsExpert

Belonging

About future

About what exists

Formal

Personal



High Directive

Low Directive

Low Participative

High Participative

S1

S2

S3

S4

Situational Leadership styles



Active Experimentation

Reflective Observation

Abstract Conceptualization

Concrete Experience

Converger

Accommodator

Diverger

Assimilator

David Kolb's learning styles



SMARTPossibility to achieve

Formulation,Stating

External

Internal

RRealistic

A Attractive

SSpecific

MMeasurable

TTimebound



Emotions

Sthenic

Asthenic

No possession, no holding

Possession,holding

Anger

Happiness

Grief

Fear Anxiety



Upper

Bottom

Left

Right

A

D

C

B

Brain Dominance



Thank you!

system approach to training programs development

Business

needs high participative

personal relationships

measurableefficient

themanagemesales basic

nt stylenegotiation

motivating opening rejection

distance actionfrom

sources of power formal