train the trainer
TRANSCRIPT
• Roles of a Trainer• What a Trainer Should Do
Well• Feedback & Evaluation
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Designs the learning experience
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Transmits information
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Directs the learning situation
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Helps the group to get to an agreed endpoint and helps learning take place
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Provides materials & information
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Models or influences behavior & values
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Learns along side the trainee
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• Understands basic teaching methods and applies this knowledge
• Communicating• Facilitating• Presenting (separate
sessions)
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“Communication is an exchange, not just a give,
as all parties must participate to complete the
information exchange.”
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A’s private intentions
A’s observable
actions
B’s private interpretations
*Based on the work of John Wallen, PhD.
Pass through filters and are transformed
Into…
Pass through filters and are transformed
Into…
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Age Birth Order
Gender
Marital Status
Religion
Organizational Role
EducationWork Background
Income
Family Norms
Ethnicity
Physical Abilities
Values
Sexual Orientation
Exercise
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Lack of interest Criticising speaker’s
delivery Boring subject, prejudices Too long 100 things to do Hunger, or some other
discomfort Distractions/noisy
environment
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To use your communication style better, or to adapt it to different audiences,
Understand your style and its impact
A person who helps a group to work together in a collaborative way, by focusing on the process of how the group members work together
Helps the group to get to an agreed endpoint and helps learning take place (both for the group and for individuals within it)
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Authoritative
Directing Informing Confronting
Facilitative
Releasing tension
Eliciting Supporting
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Facilitator uses questions to help a group identify, explore, clarify and develop their understanding, and also help them decide what to do
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Johari’s Window
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OPEN BLIND
HIDDEN UNKNOWN
Figure 1: Small Green Window Pane
To expand Leadership (Green area) you have the Red and Yellow Pills to offer
The Red Pill is disclosure and the Yellow pill is willingness to take in feedback.
Leaders who do not disclose and do not take feedback, do not make very effective leaders.
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OPEN
---> Ask for Feedback||\/
Disclose and Tell about Self in Public
BLIND
HIDDEN UNKNOWN
Figure 2: Large Green Window Pane
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Takes up all the time with their own issues, making it difficult for others to participate
Interrupts, fails to listen and generally dominates discussions
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Continually finds fault with everything
Is not a problem solver, but a problem seeker
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Reluctant to participate
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Makes confrontational remarks
Attacks (verbal) other participants or the facilitator
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Dwells on complications, problems
Avoids finding solutions or positive points
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Think they have all the answers, want to control the discussion
Think they are superior to everyone else.
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Has private conversations while the facilitator or others are speaking.
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Uses humour to distract or put down others
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UnhappyRestless In the session against
their will36
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Feedback
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Inputs Activities Outputs Outcomes Impact
Efficiency Effectiveness
Levels Description ResultI Reaction: What is the participant’s response to
the training?Output
II Learning: What did the participant learn? Output
III Behavior Change: Did the participant’s learning affect their behavior?
Outcomes
IV Organizational Performance: Did participant’s behavior changes affect the organization?
Outcomes
V Return on Investment Impact
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Levels Description Measure
I Reaction Satisfaction or happiness
II Learning Knowledge or skills acquired
III Behaviour Change Transfer of learning to workplace
IV Organizational Performance Transfer or impact on society
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Daily FeedbackSession FeedbackEnd-of-Course EvaluationPost-course EvaluationResearch
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Thank You
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