Attacking attitudinal change—Senior Management uses a stick and carrot approach to leading people. Can we change that?
Senior Managers, Associate Vice Presidents, Vice Presidents
We clearly understood that attitudinal change of this magnitude was not feasible in one training workshop. We also appreciated the fact that the learners had been working for a long time. So instructing, telling, and bringing about realization for the need to change would not change their behavior. That is why, instead of trying to 'change attitudes,' we decided to equip the learners with a set of new age tools, such as 'fun at the workplace' and 'gamification.'
The intention was that the moment learners used these tools they would automatically have to step out of their skin, and use a more fun approach to managing people.
The result was an action packed two day workshop, where on day one we covered how 'fun' and 'gamification' can improve performance, and on the second day we equipped them with tools for positive thinking, stress relief, and positive framing.
Here are some of the identified problems, associated learning objectives, and tools used to bring about change.
|Identified Problems||Associated Objectives||Associated Tools|
People tend to lead through control and use a firm stick.
Hierarchical way of thinking that makes people:
The workshop was so well designed that it had a regular rate of success irrespective of the location where it was conducted."
All learners appreciated the new tools in their management kit. They are using gamification as a tool quite extensively and have opened up to the idea of fun at work."