in this issue
	Round Robin Brainstorming Activity: Prioritizing Values Reinforcing Training - Getting Managers Involved Evaluating Training

Round Robin Brainstorming

We all do some sort of brainstorming in our training sessions. Here's a way to mix it up and expand the ideas that are generated. Begin by developing a list of the issues or topics to be addressed. For example, in Project Management, we discuss and record the challenges in managing project team members. Each challenge is recorded on the flip chart. Then the group votes on the top challenges. Next, divide the group into teams (3-4 per team) and assign each team a topic, issue or challenge. Have teams brainstorm their assigned topic for 10 minutes, recording ideas on a flip chart. At the end of 10 minutes, tell teams to stop writing and rotate to the next flip chart, moving clockwise in the room. Instruct them to read the team's ideas and build on them. Allow 10 more minutes. Continue having teams rotate and build on the flip charts until they get to the last chart. At that chart, instead of building on the ideas, have them select the top three (or five or whatever number you choose) that would work for them. At that point, teams should present the ideas they selected (not the entire chart). This approach takes a little longer, but gets people involved and moving. It's especially good after lunch, or when the energy in the group seems to be low. Try it for solving problems, testing knowledge, gathering information, and any time you want to get people thinking and working together.

Activity: Prioritizing Values

Here's a way to help people identify and prioritize values. It can be used in team building, leadership training, time management, and any time you want people to think about what's important to them. Give people a stack of 3x5 cards. Instruct them to record their values on the cards, with one value per card. Give them plenty of time to silently record their own values. (The focus can be on personal values, management values, organizational values, etc.) Avoid giving them any examples. Allow them to define this in a way that reflects what the word means to them. After they have finished, instruct them to choose the top 3 values from their stack - the three most important to them. The others can go into the center of the table. Then tell them to imagine that they can solve any company problem. Have them think about what problem they would solve. Then tell them that the cost to solve this problem is one of their values (the three remaining cards). Have them set aside this card. You can stop there or have them remove another card by telling them that they can solve any world problem, but again it will cost a card. Then discuss the card(s) that remain and how they chose them. Sometimes people will refuse to give up a card, choosing to fail to solve the problem rather than compromise a value. You can get into some great conversations about what's truly important, and how they demonstrate their commitment to those values in their everyday actions. It can be a very powerful activity.

Reinforcing Training - Getting Managers Involved

Did you know that the single greatest influence in application of training is the involvement of the manager of a trainee before and after training? We said this in the November 2003 issue of this Newsletter and shared with you a tool to get managers involved (the Training Reinforcement Guide). Here's another idea for getting managers involved. Write a short document that details exactly what they can do to reinforce a specific workshop. For example, in Project Management, we ask managers to require a written project scope and a written project plan from those who attend training. We also ask that they meet with the trainee each month to discuss application of training and progress on their projects. Another way to help managers help you is to give them an overview of the training. Ideally, they would actually attend the training before (or with) their direct reports so that they know what is being taught. Since that isn't always an option, your next best approach is to have them attend an Executive Overview of the training. This 1-2 hour session should cover the key concepts and tools, and what you need them to do to encourage application. Maybe you're one of the many training folks who read that last paragraph and laughed. If so, don't give up hope. We created a one-page Reinforcement Summary for managers that clearly states what they can do to help realize a return on their training investment. It's quick, it's specific, and it's available on our web site under Free Downloads. Help yourself!

Evaluating Training

Are you looking for some ideas to measure the training you design and deliver? There are countless books and articles about the levels of evaluation and how to apply them. You can invest lots of time and effort in developing and implementing evaluation tools. Most of us would rather find a quick way to accomplish that goal. Here are some ideas to consider: In class: You can test learning in class (Level 2 Evaluation) with a written test. But that's not the only way. Consider using a game (Jeopardy, Family Feud, or something similar), role play (demonstrate a skill or process), simulation (apply skills), self-assessment (rate feelings or perception of one's skills or ideas). The key in any of these approaches is to document the results. Create and use a form that tracks each individual's performance so that you know who gets it and who doesn't. After class: You can test application and impact (Level 3 and Level 4 Evaluation) through post-training surveys. Of course, a 360-degree survey completed before and after training will give you the most reliable data about application. But sometimes that isn't feasible. We use a simple (5 question) e-mail survey that goes out about 8 weeks after training. The questions are: To what extent did you reach your objective for application? How often are you using what you learned? What are you doing differently? What impact has this had on your results? If you haven't used the training, why not? It's not scientific, but it will give you a good sense of how and if people are using the training. And that may be just what you're looking for. If you're avoiding evaluation because it seems too complex or time consuming, consider trying one of these ideas. You may learn something about how to improve the application of training in your organization. Visit our web site (Free Downloads) for examples of an in-class form and the reinforcement messages we send.