What Is a Spiritual Workshop?

The CUHK Workshop is a training method that aims to solve problems and reach consensus, so that employees from different departments and different positions can effectively participate together in the form of world coffee, brainstorming, future exploration, and open space.

CUHK Workshop

Right!

The CUHK Workshop is a training method that aims to solve problems and reach consensus, so that employees from different departments and different positions can effectively participate together in the form of world coffee, brainstorming, future exploration, and open space.

Chinese name

CUHK Workshop

Foreign name

workshop

Time

Early 20th Century,

People

Boston Doctor

The term workshop was first used in the fields of education and psychology. Lawrence

1. Participants require more classroom interaction, and hope to fully express their opinions, especially middle and senior leadership training. 2. The company needs to unify ideas and reach consensus on a certain issue, which is especially suitable for cross-department and cross-post communication. 3. Consulting projects Split into multiple workshops, give guidance on tools, methods and external expert advice at key nodes 4. In large-scale training projects, combine multiple training methods to comprehensively improve the ability of students 5. Need to break through inertia thinking and break free of restrictions Stimulate innovation and find alternative solutions

The value of the workshop includes: Workshop value

The CUHK workshop has a high degree of flexibility, and can customize themes according to customer needs, and select organizational forms and design specific processes based on different themes.

Workshop Technology Workshop has an important factor for success: mentor. As a workshop guide, you need to master a lot of core skills (CorePractices) and methods. The following mainly introduces process tools (ProcessTools): guidance, especially the use of technology to cause team members to question and reflect deeply, but he himself does not Participate in problem solving. Because of this role, the workshop is fundamentally different from other seminars or brainstorming activities.

CUHK conducts all kinds of appropriate training activities through comprehensive understanding and analysis.

CUHK Workshop Open Space: Dynamic Conference Organized by Shanghai Government

Residents are not enthusiastic about classification, they are unwilling to change their perennial living habits, and the specific classification is unclear ... In the process of promoting the classification of domestic waste, almost every community will encounter these problems. How to solve these problems can not rely on government functional departments "Slap the head" solution, after all, the classification subject is residents. On November 7, a novel "open space" -style dynamic meeting was held at the Putuo Library, and people from the community, property, government functions, and non-profit organizations started a dialogue on waste classification.
"Open Space" Workshop Model: Inspire Participation and Responsibility! People who often meet often know that a "tea break" is often set up in the middle of the conference hall. This small and simple tea party is often the most active moment in a meeting, and the communication effect at this time doubles. The "Open Space" workshop is such a dynamic model that can carry out the entire conference in the atmosphere of a coffee break, and it encourages participants to ask questions and answer questions themselves.
"Open space" is a form of democratic discussion, which organizes the participants into a specific space and is a model for participants to discuss on their own. Throughout the workshop, each participant has to speak, and their opinions will be recorded, only different, no right or wrong.
The activity of "Open Space-Oasis Apartment Garbage Classification Workshop" is organized around the theme of garbage classification. Participants are mainly residents of Oasis Apartments, but also representatives of Zhenru's various functional departments, Fudan University's doctoral team studying community activities, other street personnel in charge of garbage sorting, NGO volunteers, and so on. After a brief introduction, more than 50 participants raised their own questions about domestic garbage one after another, and wrote them down on paper. Volunteers then categorized these issues into 8 categories and formed 8 discussion groups. Participants' questions include "how can government departments publicize garbage classification in depth", "how to make garbage classification more sustainable" and so on. Among them, the two most important issues are "how to publicize" and "how to start from oneself". Each group has 8-10 members.
For innovation, we need more than just good ideas. What we need are practical ideas, so how to promote them has attracted heated discussions among residents. In this open space workshop, residents have put forward many innovative ideas for garbage classification, because it is the suggestions put forward by users themselves, which will be smoother in the future implementation process.

CUHK Workshop Brainstorming-GE's Corporate Culture

Jack Welch never evaluates brainstorming because he says that if they start evaluating and tracking results, they may have to die. But he had no doubts about the effectiveness of group work. He created the myth of General Electric in one hand, and kept General Electric's outstanding performance.
GE's brainstorming process is very straightforward. Managers and employees are divided into different groups in a cross-departmental, cross-level, or both manner. They raise important business issues, research and draft recommendations, and then submit them to senior executives at the representative meeting. After a public discussion, the supervisor has to decide "on the spot" whether these proposals are feasible or not, authorize the people underneath to implement the approved ones, and then regularly check the progress to ensure that the results can be reached smoothly. No matter how this principle changes, it will bring similar benefits. Those issues that do not have to involve several departments and levels are not difficult to implement as mentioned above. These problems can immediately reflect the long-standing bureaucratic habits and serious problems that need to be tackled with great scrutiny. Managers can suggest what topics to discuss, or they can decide for each group of employees. Recommendations can take weeks or years to complete, and progress checks can be formal or informal.
Why does this simple process that can be solved by common sense alone save millions of dollars and make a profit, and can also change the internal operations of global enterprises that affect hundreds of thousands of people? If brainstorming is really that simple, why doesn't it happen naturally and continuously?
The organization continues to grow, the necessary communication between different departments, units and regions becomes more formal and formulate, and fewer and fewer people can participate in decisions that affect the entire enterprise. Everyone's scope of work is confined to the level of their duties, and their vision has become increasingly narrow. They will gradually turn a blind eye to each other's work, and more importantly, they will not see the general direction, and they will not know how the tasks, work and responsibilities work together to achieve the highest goals of the organization.
Under such circumstances, brainstorming can show its value. GE is relying on brainstorming to reproduce the entrepreneurial spirit in large and complex organizations, so that people at different levels and departments can work together regardless of each other's identity and title. When discussing issues, everyone will think about what is best for the entire organization, the decision-making action will become fast, and it is formed under the condition that everyone can participate and speak. Personnel are given the power to do it without having to go through tedious procedures, layers of approval, or bureaucracy. When this happens, information, ideas, decisions, feedback, and even resources begin to flow up and down the organization at a faster rate. Although the borders are still there, they are no longer a serious obstacle to action, but full of flexibility and resilience, which can sometimes make things faster and more efficient.
The Brain Grouping workshop confirmed the recognition of GE senior executives: those closest to work know best about work. Through "group work", GE received a lot of valuable opinions and suggestions from employees, and created a culture of equal communication and communication for GE. For Welch, brainstorming not only allows its managers to engage in this process, but also opens up the company's dialogue channels.

CUHK Workshop World Coffee-Coca-Cola Global Lab Forum

Steven Heike, the head of the American Institute of Quality's Member and Customer Supply Division, decided to host the Coca-Cola Global Lab Forum in the form of a World Coffee House. Heck believes that the World Coffee House approach is feasible. "People are eager for dialogue and communication, and the environment of the coffee shop is very suitable for this communication. This form of dialogue and the process of artist painting is a new brand in the medical industry. This form has achieved great results," he said.
A forum entitled "Response of Laboratory Medicine to the World of Risks" was held in Baltimore, Maryland. About 40 highly creative senior managers attended the forum. Their goal is to develop a vision for the future of laboratory medicine, and what's next is what steps can be taken towards that goal.
"The color pens, markers, and candid conversations have achieved the desired results. This interaction allowed participants to consciously undertake the basic work of creating a world laboratory movement. We are not concerned with solving problems, the purpose of the conversation is Think of the vision. "
Heike was familiar with the concept of a world coffee house from Bol Borsky, the executive director and chief strategy officer of the American Society for Quality. Heck first adopted this method at the annual seminar of the American Institute of Quality's Member and Customer Suppliers Division last year. Speaking of the success of the World Laboratory Medicine Forum, Borsky said: "It's exciting to see the World Coffee House tool being used so effectively. How the quality is moving in the direction we expect and on a large scale For human concerns? Questions like this can be discussed in the forum.
Erin Wood, an active strategic consultant, has trained members of the American Institute for Quality in this method. In the past 11 years, Wood has hosted 350 coffee house forum events and introduced the concept to the American Society for Quality in 2002. "The Coffee House Forum is not about politics," Frank Wood said. "It's frank, collective thinking, and free speech-all of which are guided by questions. This form can be used anywhere and for anyone. It provides people with a voice The atmosphere of the words in your heart. Conflicts of opinions will inevitably occur in the conversation, but they will not affect each other's respect. Dedication and positive attitude will make you feel different. This is what you should experience. "

CUHK Workshop Exploring the FutureChina Mobile Strategic Planning

In October 2008, China Mobile introduced a "Future Exploration" workshop. More than 90 middle and senior management personnel of the company discussed the action plan to support the company's strategy through two days of learning and experience, and returned to each post with high enthusiasm to implement it spontaneously. Initial results have been achieved.
In November 2008, mobile managers and key employees of the department used the future exploration method to discuss "2009 company strategic planning." In one day, they explored the strategy based on "brand", "informatization", and cost-effective operation. In 2009, the company s operating strategy, each functional department uses the thinking technology of future exploration, from the perspective of the entire organizational system rather than simply from the perspective of the department, combined with the mobile brain map, quickly formulated the Zhuhai Mobile s 2009 department The work plan, and in the past, it often took more than two weeks to formulate such an action plan. The general manager of the company, Mr. Xiong, designated November as the "Happy Exploration Month" every year, and planned to use "Future Exploration" to convene all staff in December meeting.
In December 2008, mobile creatively used the way of future exploration, and held a "Happy Exploration Month-Mobile Future Exploration Conference" on TV with all employees. During the conference, employees expressed their opinions freely and actively contributed their suggestions to the company. : In the past, the company's work plan was top-down. We could only execute it, but rarely provided our suggestions directly and quickly to the company and shared it with so many colleagues at the same time. Today the company used this method to meet, listen to our suggestions, and let us share our own experience, as well as the opportunity to listen to the experience of other colleagues, it is really exciting for us! The meeting also invited mobile group customers. After participating in the meeting, the executives of the client companies expressed that they were moved by Zhuhai Mobile's innovative meeting style and learning atmosphere, hoping to introduce it to their own companies.
In January 2009, the mobile subsidiaries continued to invite "Future Exploration" guides to introduce "seasons of love" for their "VIP customers" at the end-of-year exchange meeting for mobile VIP customers, using innovative methods to provide VIP customers with high added value. Value-added services.