Micro Learning

Learning that people choose to use

What is MicroLearning?

Micro Learning is video-based learning that delivers key concepts in as short an amount of time as possible. You've probably already chosen to use Micro Learning, it's the way people choose to learn.

Are you a MicroLearner by choice?

Ask yourself: When you wanted to work out how to do something, have you ever YouTube'd a video?
When there was more than one video to choose from which one did you pick first - the shortest one?
If you answered 'Yes', then you chose MicroLearning!

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pearls of wisdom ® are short, dynamic animated videos covering a wide range of essential management and leadership models. In just 3-4 minutes they deliver timely and relevant nuggets of knowledge to time-deprived learners.

pearls of wisdom ® are easily accessed via the internet, your intranet or LMS. Because they can be viewed on a desktop, tablet, laptop or smartphone, your people can use them when and where they need them most.

pearls of wisdom ® help to improve your organisational productivity and performance by giving insight into management and leadership models, tools and techniques. You select the ones most relevant to your needs, ensuring the learning is appropriate to your workplace.

pearls of wisdom ® PD Training currently have an extensive range of 200 pearls of wisdom ® available in this product series. To help you select they have been placed in an appropriate category or categories and each one has a product description and details of the learning outcomes you will achieve. Mix and match the exact number you require from any Category or licence the full 200 in a special bundle. You can select the pearls of wisdom ® to satisfy many goals, including, to provide additional resources aligned to learning programmes, support learning transfer into the workplace, use within social learning or perhaps to support toolkits for workplace challenges.

Pearls of Wisdom collectionsCollections

1Trust, Ethics, Authentic and Ethical Leadership

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Pdtraining's pearls of wisdom ® are snappy, engaging, animated videos that can be used flexibly and easily to deliver skills and knowledge.

pearls of wisdom ® Learning Outcomes Unit Descriptors
Authentic Leadership – An Introduction
P173
State the elements of 'building the case for your leadership'
State 'the four essential practices of leadership'
Balancing Authenticity and Skill
P174
Describe the four leadership styles
Dealing with the Five Temptations of a Leader
P186
State the five temptations of a leader according to Lencioni
Describe strategies to overcome the temptations
Ethical Leadership - Kasthuri Henry
P187
Outline the six elements of Kasthuri Henry's Comprehensive Ethical Leadership Model
State the meaning of ethical leadership
Ethics – Roadblocks To Ethical Decisions
P200
State the five roadblocks to ethical leadership
Describe how understanding the 5 roadblocks can support you making ethical decisions
Five Temptations of a Leader
P185
State the five temptations of a leader according to Lencioni
Describe how these temptations impact on the organisation
Good Decision Making
P141
List three decision making conditions that influence your decisions
Describe each decision making condition
Leadership - Myth of the Complete Leader
P196
Describe why the idea of the complete leader is a myth
Describe the approach of the 'Incomplete Leader'
Paine's Manager Compass
P198
Describe why ethics needs to be part of your everyday decision making at work
List the four parts of Paine's compass
Seven Keys To Leadership
P190
List the seven key skills of a successful leader
State the difference between personal leadership and leadership from the heart
Taking Responsibility
P158
Describe some benefits of taking responsibility and owning your mistakes
Identify the impact of blaming others for your mistakes
The Illusion of Objectivity
P191
Describe the illusion of objectivity
Describe ways to deal with your biases
The Power of Values
P155
Describe how values determine behaviour and behaviour determines performance
Identify the workplace values of your organisation
Trust - 13 Trust Building Behaviours
P188
Describe the role of the 13 behaviours within the 5 waves of trust
List and summarise the 13 behaviours
Trust - Five Waves of Trust
P192
State the five waves of trust
Describe the nature of trust and the 'ripple effect'
Trust – The Four Cores of Credibility
P189
State the four cores of credibility
Describe how the four cores of credibility build trust and lead to success
Values - Based Leadership
P199
State the seven levels of consciousness in Barrett's model
State the famous motivational model that maps to Barrett's Seven Levels
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Unit descriptors are available in the complete catalogue

To download the complete pearls of wisdom ® catalogue and request a demo including Unit Descriptors, please click the Request button below:

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2Understanding and Excelling at Change

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Pdtraining's pearls of wisdom ® are snappy, engaging, animated videos that can be used flexibly and easily to deliver skills and knowledge.

pearls of wisdom ® Learning Outcomes Unit Descriptors
Blake and Mouton Management
P248
Describe the four sectors of the grid when examining task vs people orientation
Recognise which best describes your own style
Change - Conner's Change Cycle
P194
State the six stages of Conner's Change Cycle
Describe the manager's role in guiding people through change
Change - Eight Stages of Commitment
P193
State the 8 stages to embedded change
Describe the negative alternatives at each stage
Change - Executing Change
P195
State the four steps to effectively delivering change
Describe why step four is the most important, and often the least well delivered
Change - Overcoming Resistance
P197
State the four key categories of resistance
Describe approaches to overcome the resistance so commonly faced during change
Compliance vs. Commitment
P153
State the differences between Compliance and Commitment
Explain the impact of choosing either option when implementing change
Cost Benefit Analysis
P140
State the advantages of using a Cost Benefit Analysis
Describe the four stages of creating a CBA
Fishbone Diagram
P168
Outline the benefits of the Fishbone Diagram
Describe how to breakdown problems by identifying their causes
Reproduce a Fishbone Diagram
Force Field Analysis
P167
Identify two types of force that influence change
List the steps in using the tool to determine if a proposed change is viable.
Kotter's 8 Step Change Model
P255
Identify the eight stages of the model
Describe how to deal with change effectively
Kubler Ross Change Curve Explained
P256
State the various stages along the change curve
Redefine negative emotions as part of the overall change process
Kubler Ross Change Curve – Manager's Guide
P257
Describe the benefits of this curve to a manager
State how to use the knowledge of where people are on the curve to more quickly move them through it
McKinsey Seven S Model
P201
State the seven S's of the model
Describe how the Seven S Model affects organisational performance
PESTLE Analysis
P202
State the importance of the PESTLE analysis
List the 6 elements of the PESTLE acronym
Plan Do Check Act
P144
Name the four stages of the PDCA cycle
Describe how to apply the cycle to problem solving and managing change
Tapping into Innovation
P261
State the importance of tapping into employee creativity
Describe the two approaches discussed for awakening dormant creativity within your people
The Change House
P159
Name the areas of the change house
Relate the language used to the appropriate room
Unfreeze For Change
P165
Describe the three steps of the “Unfreeze, Change, Freeze” model
State how to use the model to make change happen
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Unit descriptors are available in the complete catalogue

To download the complete pearls of wisdom ® catalogue and request a demo including Unit Descriptors, please click the Request button below:

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3Developing Self

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Pdtraining's pearls of wisdom ® are snappy, engaging, animated videos that can be used flexibly and easily to deliver skills and knowledge.

pearls of wisdom ® Learning Outcomes Unit Descriptors
Asking Good Questions
P139
Name different types of questions that you can use
Select and use different types of questions to get the information you need
Balancing Authenticity and Skill
P174
Describe the four leadership styles
Barriers to Effective Communication
P254
Define barriers to Communication
Describe how to overcome these barriers
Benefits of Delegation
P154
State why delegation is a key skill of an effective manager
Describe the benefits of good delegation for the individual, the manager and the organisation
Blake and Mouton Management
P248
Describe the four sectors of the grid when examining task vs people orientation
Recognise which best describes your own style
BOOSTing Your Feedback
P177
List what B.O.O.S.T. stands for
Recognise the value of planning when intending to give feedback
Outline how to give feedback to someone using the BOOST checklist
Conflict – Thomas & Kilmann
P150
Describe the five conflict resolution styles
State when to use each of the conflict handling styles
Continuing Professional Development
P156
Define the benefits of CPD to the organisation and the individual
Developing Your Influencing Skills
P164
State the nine influencing strategies
Define the importance of adapting your influencing style in different situations
Discipline and the Manager's Role
P261
Describe the difference between misconduct and gross misconduct
Describe the difference between performance and relationship issues
State the importance of keeping records during the discipline process
Don't just Self Assess
P244
State the importance of self-assessment
Describe the benefits of seeking feedback when assessing personal capabilities
Effective Action Planning
P142
Identify the stages of a good action plan
Reproduce an effective action plan with clear deliverables and deadlines
Effective Presentations
P299
State the six clusters of effective presentations
List Adair's 'six principles of effective speaking'
Eight Career Anchors – Edgar Schein
P283
State what the 8 Career anchors are
Begin to identify which are your primary career anchors and what that can mean to your career choices
Fayol's 14 Principles of Management
P260
List the six primary functions & responsibilities of management
List Fayol's 14 principles of management
Tapping into Innovation
P261
State the importance of tapping into employee creativity
Describe the two approaches discussed for awakening dormant creativity within your people
Feeding back with a BIFF
P151
List what B.I.F.F. stands for
Recognise the importance of taking care when giving feedback
Outline how to give feedback to someone using the Biff Model
Getting Leadership Right
P169
Describe the challenge of 'being a flexible leader'
Recognise your current style of leadership
List some ways to expand the ways in which you can be flexible in your leadership style
Goals and Objectives
P243
State the difference between goals and objectives
Describe the purpose of goals and objectives
Grievance and the Manager's Role
P215
Describe the responsibility of the manager in handling a grievance
State the importance of the grievance interview
State the importance of keeping records during the grievance process
Hobb-jective
P242
State the difference between hobb-jectives and work related objectives
Describe how to apply SMART to hobbjectives
Honey & Mumford Learning Style
P247
State the four learning styles defined by Honey and Mumford
Describe the value of knowing your own learning style
Identifying Areas to Improve
P258
List the three choices you face in identifying areas to improve
Describe the self-assessment tool called 'Success, learn & change'
Immaturity Maturity Theory – Chris Argyris
P288
State the seven dimensions of the Immaturity to Maturity model
Describe the importance of development of maturity both personally and at work
Introduction To Emotional Intelligence
P161
Recognise why emotions play an important part in both work and life situations
Describe the meaning of self-awareness
Johari's Window
P245
Describe the four quadrants of the Johari Window model
State how the model relates to giving and receiving feedback
Kolb Learning Cycle
P259
Identify different learning styles and how each fits in Kolb's learning cycle
Recognise your own learning style and the learning styles of other team members
Leadership - Myth of the Complete Leader
P196
Describe why the idea of the complete leader is a myth
Describe the approach of the 'Incomplete Leader'
Levels of Listening
P277
Describe how listening occurs at four different levels
Identify the characteristics of listening at each level
Identify the features of effective active and deep listening to aid skills development
Management Styles
P157
Describe why managers need to use a range of management styles
List Hay Group's six different management styles
Objective versus Subjective Feedback
P274
Identify the characteristics of different types of feedback
Define objective and subjective feedback
Describe how to use a continuum to consider which feedback type to use in which situation
Opportunities and Ways to Learn
P252
Identify different ways of learning
Recognise the need to match learning method to learning style
Prioritising Tasks
P251
State the difference between Important and Urgent
Describe the effect of 'urgentitis'
Resilience
P249
State the seven learnable skills of resilience
Describe the importance of developing these skills
Self-Limiting Beliefs
P223
Describe what self limiting beliefs are and how they are formed
Identify and listen out for some common self limiting beliefs
State when and why it is important to work with self limiting beliefs
Situational Leadership
P268
Describe the different leadership styles
Recognise when to adapt your style to the needs of people and different situations
Support Methods for Performance Improvement
P211
State the importance of looking wider than just training courses when considering learning options
State the importance of learning styles when choosing a support method for improvement
Taking Responsibility
P158
Describe some benefits of taking responsibility and owning your mistakes
Identify the impact of blaming others for your mistakes
Ten Tips for Better Listening
P276
Describe why our listening skills can often be ineffective
Identify ten practical ways in which you can improve your listening
Recognise how to use the ten suggestions as a tool to assess your own listening skills
The EI Journey
P250
Describe the four box emotional intelligence model
State the value of emotional intelligence
The Illusion of Objectivity
P191
Describe the illusion of objectivity
Describe ways to deal with your biases
The What and Why of Metacommunications
P273
State what is meant by the term metacommunications
Describe some examples of 'double talk' or 'reading between the lines'
Identify the characteristics of metacommunications
State why metacommunications are important
Trust - 13 Trust Building Behaviours
P188
Describe the role of the 13 behaviours within the 5 waves of trust
List and summarise the 13 behaviours
Trust - Five Waves of Trust
P192
State the five waves of trust
Describe the nature of trust and the 'ripple effect'
Trust – The Four Cores of Credibility
P189
State the four cores of credibility
Describe how the four cores of credibility build trust and lead to success
Understanding Empathy
P246
Describe the difference between empathy and sympathy
State how empathy develops trust and strong relationships
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Unit descriptors are available in the complete catalogue

To download the complete pearls of wisdom ® catalogue and request a demo including Unit Descriptors, please click the Request button below:

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4Performance Management

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Pdtraining's pearls of wisdom ® are snappy, engaging, animated videos that can be used flexibly and easily to deliver skills and knowledge.

pearls of wisdom ® Learning Outcomes Unit Descriptors
Appraisal - Manager's Guide
P210
State the value of an effective appraisal meeting
Identify how to ensure effective performance of this key management responsibility
Appraisals – The Appraisee's Guide
P209
State the purpose of an appraisal
Plan to get the most out of your own appraisal meeting
ASK ABE for Performance
P205
State what the ASK ABE acronym represents
Describe why these elements are important to personal development planning
BOOSTing Your Feedback
P177
List what B.O.O.S.T. stands for
Recognise the value of planning when intending to give feedback
Outline how to give feedback to someone using the BOOST checklist
Coaching Supervision
P297
Define what is meant by supervision
Describe the purpose and benefits of supervision
State the features of good practice supervision
Identify what areas are explored in supervision
Coaching with GROW
P179
State why coaching is gaining such popularity in business
Describe how coaching fits in with other people-centred interventions
Describe the ask/tell continuum
Conflict - Causes, Symptoms and Cures
P217
Identify eight reasons for conflict in the workplace
Describe the signs and symptoms of conflict
Describe the 'Interest-Based Relational Approach' to conflict resolution
Conflict – Thomas & Kilmann
P150
Describe the five conflict resolution styles
State when to use each of the conflict handling styles
Continuing Professional Development
P156
Define the benefits of CPD to the organisation and the individual
Difficult Conversations
P208
Outline a structure in order to assess your current situation and provide a methodical approach in dealing with difficult conversations
Discipline and the Manager's Role
P216
Describe the difference between misconduct and gross misconduct
Describe the difference between performance and relationship issues
State the importance of keeping records during the discipline process
Don't Just Self Assess
P244
State the importance of self-assessment
Describe the benefits of seeking feedback when assessing personal capabilities
Evaluating Employee Performance
P212
State the role of performance standards and goals in the evaluation process
Reproduce the tips provided into your planning for employee evaluation
Feeding back with a BIFF
P151
List what B.I.F.F. stands for
Recognise the importance of taking care when giving feedback
Outline how to give feedback to someone using the Biff Model
Giving Constructive Feedback
P241
Describe why giving feedback is important
Recognise differences between motivational and developmental feedback
Outline how to give feedback
Goals and Objectives
P243
State the difference between goals and objectives
Describe the purpose of goals and objectives
Grievance and the Manager's Role
P215
Describe the responsibility of the manager in handling a grievance
State the importance of the grievance interview
State the importance of keeping records during the grievance process
GROW - G
P180
Describe the 'Goal' stage of the GROW model
Identify appropriate questions to ask at the 'G' stage of the coaching process
GROW - R
P181
State the difference between goals and objectives
Describe the purpose of goals and objectives
Grievance and the Manager's Role
P215
Describe the 'Reality' stage of the GROW model
Identify appropriate questions to ask at the 'R' stage of the coaching process
GROW - O
P182
Describe the 'Options' stage of the GROW model
Identify appropriate questions to ask at the 'O' stage of the coaching process
GROW - W
P183
Describe the 'Will' stage of the GROW model
Identify appropriate questions to ask at the 'W' stage of the coaching programme
T-GROW Model
P184
Describe how T-GROW adds an extra dimension to the GROW coaching model
Identify appropriate questions to ask at the 'T' stage of the model leading into GROW
Herzberg's Two Factor Theory
P253
Describe the meaning of hygiene and motivating factors
Identify which of Herzberg's factors are the motivating factors and which are hygiene factors
Hobb-jective
P242
State the difference between hobb-jectives and work related objectives
Describe how to apply SMART to hobbjectives
Identifying Areas to Improve
P258
List the three choices you face in identifying areas to improve
Describe the self-assessment tool called 'Success, learn & change'
Informal and Formal Approaches To Performance Improvement
P218
Identify different learning styles and how each fits in Kolb's learning cycle
Recognise your own learning style and the learning styles of other team members
Leadership - Myth of the Complete Leader
P196
Describe the informal performance management approach
State the purpose of an informal performance management meeting
Describe when to engage the formal process
Key Performance Indicators
P204
State what key performance indicators are
Describe the importance of good KPI's to the performance of your organisation
Kolb Learning Cycle
P259
Identify different learning styles and how each fits in Kolb's learning cycle
Recognise your own learning style and the learning styles of other team members
Management Speak and Weasel Words
P240
Define the meaning of 'management speak'
Describe what is meant by 'weasel words' and why they devalue what we say
Maslow's Hierarchy of Needs
P267
Recognise where people are in the hierarchy of motivational needs
Describe each level of the hierarchy
Mentoring – Definition and Role of the Mentor
P214
Define what mentoring is
Describe the difference between coaching and mentoring practice
Identify the different requirements of a coach and mentor
Select whether to use mentoring and coaching based on the desired outcomes
Opportunities and Ways to Learn
P252
Identify different ways of learning
Recognise the need to match learning method to learning style
Plan Do Check Act
P144
Name the four stages of the PDCA cycle
Describe how to apply the cycle to problem solving and managing change
Prioritising Tasks
P251
State the difference between Important and Urgent
Describe the effect of 'urgentitis'
Seven Principles of Fierce Conversations
P207
Name Susan Scott's Seven Principles of Fierce Conversations
Describe how silence can be used in conversations
Situational Leadership
P268
Describe the different leadership styles
Recognise when to adapt your style to the needs of people and different situations
SMART Objectives
P239
Define the meaning of SMART objectives
State the value of using SMART objectives
Support Methods for Performance Improvement
P211
State the importance of looking wider than just training courses when considering learning options
State the importance of learning styles when choosing a support method for improvement
Taking Responsibility
P158
Describe some benefits of taking responsibility and owning your mistakes
Identify the impact of blaming others for your mistakes
Tannenbaum and Schmidt's Leadership Continuum
P178
Describe the leadership continuum
Identify when to use different leadership styles
The Golden Rules of Giving Feedback
P275
Describe why feedback can be sensitive and difficult
State three simple rules to get a more positive response to developmental feedback
Describe the importance of praise in giving balanced feedback
Tuckman – Stages of Group Development
P302
State the levels of performance identified by Tuckman
Describe the performance characteristics of teams in each of the levels
What is Coaching?
P213
Define what coaching is
List some types of coaching
Describe a non-directive approach and its benefits
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Unit descriptors are available in the complete catalogue

To download the complete pearls of wisdom ® catalogue and request a demo including Unit Descriptors, please click the Request button below:

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To purchase the pearls for 1 person, click the Buy Now button below:


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5Coaching and Mentoring

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Pdtraining's pearls of wisdom ® are snappy, engaging, animated videos that can be used flexibly and easily to deliver skills and knowledge.

pearls of wisdom ® Learning Outcomes Unit Descriptors
ASK ABE for Performance
P205
State what the ASK ABE acronym represents
Describe why these elements are important to personal development planning
Asking Good Questions
P139
Name different types of questions that you can use
Select and use different types of questions to get the information you need
Barriers to Effective Communication
P254
Define barriers to Communication
Describe how to overcome these barriers
Coaching Supervision
P297
Define what is meant by supervision
Describe the purpose and benefits of supervision
State the features of good practice supervision
Identify what areas are explored in supervision
Coaching with GROW
P179
State why coaching is gaining such popularity in business
Describe how coaching fits in with other people-centred interventions
Describe the ask/tell continuum
Developing Coaching Cultures
P224
Define what a coaching culture is
Describe the six critical success factors to inform a coaching strategy
Identify the best approach developing a coaching in your organisation
Don't Just Self Assess
P244
State the importance of self-assessment
Describe the benefits of seeking feedback when assessing personal capabilities
Focus, Openness and Energy Coaching Model
P278
Define what is meant by focus, openness and energy
state the impact that focus, openness and energy have on sessions and relationships
Identify some simple strategies for improving your focus, openness and energy
Get Set To Coach and Mentor
P222
Identify what needs to be managed and considered before coaching and mentoring begins
Describe how to manage expectations and ethical issues, such as confidentiality and power
State the EMCC's code of conduct and its relevance to you
Giving Constructive Feedback
P241
Describe why giving feedback is important
Recognise differences between motivational and developmental feedback
Outline how to give feedback
GROW - G
P180
Describe the 'Goal' stage of the GROW model
Identify appropriate questions to ask at the 'G' stage of the coaching process
GROW - R
P181
Describe the 'Reality' stage of the GROW model
Identify appropriate questions to ask at the 'R' stage of the coaching process
GROW - O
P182
Describe the 'Options' stage of the GROW model
Identify appropriate questions to ask at the 'O' stage of the coaching process
GROW - W
P183
Describe the 'Will' stage of the GROW model
Identify appropriate questions to ask at the 'W' stage of the coaching programme
T-GROW Model
P184
Describe how T-GROW adds an extra dimension to the GROW coaching model
Identify appropriate questions to ask at the 'T' stage of the model leading into GROW
Hobb-jective
P242
State the difference between hobb-jectives and work related objectives
Describe how to apply SMART to hobbjectives
Honey & Mumford Learning Style
P247
State the four learning styles defined by Honey and Mumford
Describe the value of knowing your own learning style
Identifying Areas to Improve
P258
List the three choices you face in identifying areas to improve
Describe the self-assessment tool called 'Success, learn & change'
Introduction To Emotional Intelligence
P161
State the difference between goals and objectives
Describe the purpose of goals and objectives
Grievance and the Manager's Role
P215
Recognise why emotions play an important part in both work and life situations
SDescribe the meaning of self-awareness
Johari's Window
P245
Describe the four quadrants of the Johari Window model
State how the model relates to giving and receiving feedback
Levels of Listening
P277
Describe how listening occurs at four different levels
Identify the characteristics of listening at each level
Identify the features of effective active and deep listening to aid skills development
Line Managers as Coaches
P298
Describe the role that the line manager can play in coaching their team members
Identify the advantages and disadvantages of using the line manager as coach
Recognise factors such as cost, trust, objectivity, power, skills and motivation when deciding whether to use line managers as coaches
Mentoring – Definition and Role of the Mentor
P214
Define what mentoring is
Describe the difference between coaching and mentoring practice
Identify the different requirements of a coach and mentor
Select whether to use mentoring and coaching based on the desired outcomes
Mentoring to Grow Organisational Knowledge
P308
Define what is meant by the knowledge economy and knowledge and information management
Explain why knowledge is valuable to organisations
Distinguish between tacit and explicit knowledge
Identify how mentoring can grow and create organisational knowledge
Mindset of a Coach
P279
Identify the responsibilities of the coach
Define what an effective mindset is
Describe the challenges a coach faces when mentally preparing to coach
State how you can adopt an effective mindset
Objective versus Subjective Feedback
P274
Identify the characteristics of different types of feedback
Define objective and subjective feedback
Describe how to use a continuum to consider which feedback type to use in which situation
Self-Limiting Beliefs
P223
Describe what self limiting beliefs are and how they are formed
Identify and listen out for some common self limiting beliefs
State when and why it is important to work with self limiting beliefs
SMART Objectives
P239
Define the meaning of SMART objectives
State the value of using SMART objectives
Step up with STEPPA
P280
Identify the component parts of the acronym STEPPA
State what is covered at each stage of the STEPPA model
Describe when to choose the STEPPA model
Use the STEPPA model in your coaching practice
Support Methods for Performance Improvement
P211
State the importance of looking wider than just training courses when considering learning options
State the importance of learning styles when choosing a support method for improvement
Ten Tips for Better Listening
P276
Describe why our listening skills can often be ineffective
Identify ten practical ways in which you can improve your listening
Recognise how to use the ten suggestions as a tool to assess your own listening skills
The Case for Coaching
P221
Identify the current appetite for coaching
Describe the link between coaching and staff engagement
Describe the benefits of team or group coaching
State how coaching can support change projects and bring about cultural change
The EI Journey
P250
Describe the four box emotional intelligence model
State the value of emotional intelligence
The Role of the Coach
P220
Identify the different roles a coach may play
State the four coaching roles identified by Witherspoon and White
Recognise the usefulness of having a clear role to adopt in the coaching process
The What and Why of Metacommunications
P273
State what is meant by the term metacommunications
Describe some examples of 'double talk' or 'reading between the lines'
Identify the characteristics of metacommunications
State why metacommunications are important
Transformational Coaching
P225
State what transformational coaching is and when it could be used
Describe the importance of values and beliefs in transformational change, using Dilt's logical levels model
Identify the features of transformational dialogue
Identify Mezirow's phases of transformation
Understanding Empathy
P246
Describe the difference between empathy and sympathy
State how empathy develops trust and strong relationships
What is Coaching?
P213
Define what coaching is
List some types of coaching
Describe a non-directive approach and its benefits
pearls of wisdom ® catalogue Complete pearls of wisdom ® catalogue

Unit descriptors are available in the complete catalogue

To download the complete pearls of wisdom ® catalogue and request a demo including Unit Descriptors, please click the Request button below:

REQUEST A CATALOGUE AND DEMO

To purchase the pearls for 1 person, click the Buy Now button below:


BUY NOW

6Motivation

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Pdtraining's pearls of wisdom ® are snappy, engaging, animated videos that can be used flexibly and easily to deliver skills and knowledge.

pearls of wisdom ® Learning Outcomes Unit Descriptors
Appraisals – The Appraisee's Guide
P209
State the purpose of an appraisal
Plan to get the most out of your own appraisal meeting
Benefits of Delegation
P154
State why delegation is a key skill of an effective manager
Describe the benefits of good delegation for the individual, the manager and the organisation
Discipline and the Manager's Role
P216
Describe the difference between misconduct and gross misconduct
Describe the difference between performance and relationship issues
State the importance of keeping records during the discipline process
Eight Career Anchors – Edgar Schein
P283
State what the 8 Career anchors are
Begin to identify which are your primary career anchors and what that can mean to your career choices
Erikson's Life Stage Theory
P287
Name the stages identified by Erikson's theory
Describe the different motivators inherent at each stage
Force Field Analysis
P167
Identify two types of force that influence change
List the steps in using the tool to determine if a proposed change is viable.
Giving Constructive Feedback
P241
Describe why giving feedback is important
Recognise differences between motivational and developmental fe edback
Outline how to give feedback
Grievance and the Manager's Role
P215
Describe the responsibility of the manager in handling a grievance
State the importance of the grievance interview
State the importance of keeping records during the grievance process
Herzberg's Two Factor Theory
P253
Describe the meaning of hygiene and motivating factors
Identify which of Herzberg's factors are the motivating factors and which are hygiene factors
Immaturity Maturity Theory – Chris Argyris
P288
State the seven dimensions of the Immaturity to Maturity model
Describe the importance of development of maturity both personally and at work
Maslow's Hierarchy of Needs
P267
Recognise where people are in the hierarchy of motivational needs
Describe each level of the hierarchy
McClelland – Needs-Based Motivation Theory
P286
State the three types of motivation identified by McClelland
Describe effective approaches to motivation and feedback for each type
McGregor's Theory X and Theory Y
P170
Outline the different styles of Theory X and Theory Y managers
Describe the behaviours of each style
Motivation and Management Systems – Rensis Likert
P282
State the four systems proposed by Likert's research
Identify which of the four systems is the optimum for best organisational results, and why
T-GROW Model
P184
Describe how T-GROW adds an extra dimension to the GROW coaching model
Identify appropriate questions to ask at the 'T' stage of the model leading into GROW
Motivation Directions
P171
Describe the two motivational directions
Recognise the motivational direction of yourself and others
Social Identity Theory
P305
List the stages associated with Social Identity Theory
State what is meant by in-groups and outgroups
Support Methods for Performance Improvement
P211
State the importance of looking wider than just training courses when considering learning options
State the importance of learning styles when choosing a support method for improvement
The Engaging Manager
P265
State what is meant by an 'engaging manager'
Identify the behaviours and impact of an engaging manager
The Hawthorne Experiments
P284
List the experiments carried out and their results on the employees
State the impact of the Hawthorne Experiments on our understanding of employee motivation
The Psychological Contract
P281
State what the psychological contract is
What effect the psychological contract has on both employer and employee
Describe the importance of maintaining a positive psychological contract
Values - Based Leadership
P199
State the seven levels of consciousness in Barrett's model
State the famous motivational model that maps to Barrett's Seven Levels
Vroom's Expectancy Theory
P285
State the three components of Vroom's Theory
Describe how these three components influence individuals' motivational force
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7Effective Communication

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pearls of wisdom ® Learning Outcomes Unit Descriptors
Appraisal - Manager's Guide
P210
State the value of an effective appraisal meeting
Identify how to ensure effective performance of this key management responsibility
Appraisals – The Appraisee's Guide
P209
State the purpose of an appraisal
Plan to get the most out of your own appraisal meeting
Asking Good Questions
P139
Name different types of questions that you can use
Select and use different types of questions to get the information you need
Barriers to Effective Communication
P254
Define barriers to Communication
Describe how to overcome these barriers
BOOSTing Your Feedback
P177
List what B.O.O.S.T. stands for
Recognise the value of planning when intending to give feedback
Outline how to give feedback to someone using the BOOST checklist
Conflict - Causes, Symptoms and Cures
P217
Identify eight reasons for conflict in the workplace
Describe the signs and symptoms of conflict
Describe the 'Interest-Based Relational Approach' to conflict resolution
Developing Your Influencing Skills
P164
State the nine influencing strategies
Define the importance of adapting your influencing style in different situations
Difficult Conversations
P208
Outline a structure in order to assess your current situation and provide a methodical approach in dealing with difficult conversations
Effective Presentations
P299
State the six clusters of effective presentations
List Adair's 'six principles of effective speaking'
Feeding back with a BIFF
P151
List what B.I.F.F. stands for
Recognise the importance of taking care when giving feedback
Outline how to give feedback to someone using the Biff Model
Focus Groups Pros and Cons
P300
State what a focus group is
List the pros and cons of focus groups
Giving Constructive Feedback
P241
Describe why giving feedback is important
Recognise differences between motivational and developmental feedback
Outline how to give feedback
Importance of Good Communication
P271
Describe why good communication is important to the business
Describe the five key aspects of effective management communication
Informal and Formal Approaches To Performance Improvement
P218
Describe the informal performance management approach
State the purpose of an informal performance management meeting
Describe when to engage the formal process
Johari's Window
P245
Describe the four quadrants of the Johari Window model
State how the model relates to giving and receiving feedback
Levels of Listening
P277
Describe how listening occurs at four different levels
Identify the characteristics of listening at each level
Identify the features of effective active and deep listening to aid skills development
Management Speak and Weasel Words
P240
Define the meaning of 'management speak'
Describe what is meant by 'weasel words' and why they devalue what we say
Mission Statements and Their Value
P262
Define what a mission statement is
State how a mission statement can benefit an organisation and its managers
Describe how a manager can use the mission statement to motivate their team
Objective versus Subjective Feedback
P274
Identify the characteristics of different types of feedback
Define objective and subjective feedback
Describe how to use a continuum to consider which feedback type to use in which situation
Presenting Data To Your Audience
P145
Describe key questions you need to ask yourself when planning to present data to your audience
Recognise the importance of identifying your audience and picking the right ways to communicate with them
Seven Principles of Fierce Conversations
P207
Name Susan Scott's Seven Principles of Fierce Conversations
Describe how silence can be used in conversations
Six Thinking Hats
P162
List the functions of each of the six coloured hats
Recognise how to use Six Hats to run successful meetings
Support Methods for Performance Improvement
P211
State the importance of looking wider than just training courses when considering learning options
State the importance of learning styles when choosing a support method for improvement
Ten Tips for Better Listening
P276
Describe why our listening skills can often be ineffective
Identify ten practical ways in which you can improve your listening
Recognise how to use the ten suggestions as a tool to assess your own listening skills
The Golden Rules of Giving Feedback
P275
Describe why feedback can be sensitive and difficult
State three simple rules to get a more positive response to developmental feedback
Describe the importance of praise in giving balanced feedback
The What and Why of Metacommunications
P273
State what is meant by the term metacommunications
Describe some examples of 'double talk' or 'reading between the lines'
Identify the characteristics of metacommunications
State why metacommunications are important
Two Way Communication
P263
Describe the stages of effective communication
Recognise the importance of using the right communication method
Understanding Empathy
P246
Describe the difference between empathy and sympathy
State how empathy develops trust and strong relationships
Using Data and Information
P149
Describe the difference between data and information
Describe the relationship between data and information
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8Team Building

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pearls of wisdom ® Learning Outcomes Unit Descriptors
Action Centred Leadership
P264
Name the three elements of the ACL model
Describe the importance of balancing all three
Belbin Team Roles – An Introduction
P206
Describe the importance of the right blend of team roles
State the 9 Belbin Team Roles
Benefits of Delegation
P154
State why delegation is a key skill of an effective manager
Describe the benefits of good delegation for the individual, the manager and the organisation
Change - Overcoming Resistance
P197
State the four key categories of resistance
Describe approaches to overcome the resistance so commonly faced during change
Conflict – Thomas & Kilmann
P150
Describe the five conflict resolution styles
State when to use each of the conflict handling styles
Dunbar's Number
P303
State Dunbar's Number
Describe the significance of the number of team size
Fisher - Decision Emergence
P304
State the names and order of the four steps to Decision Emergence
Describe the team behaviours at each level
Herzberg's Two Factor Theory
P253
Describe the meaning of hygiene and motivating factors
Identify which of Herzberg's factors are the motivating factors and which are hygiene factors
Kolb Learning Cycle
P259
Identify different learning styles and how each fits in Kolb's learning cycle
Recognise your own learning style and the learning styles of other team members
McGregor's Theory X and Theory Y
P170
Outline the different styles of Theory X and Theory Y managers
Describe the behaviours of each style
Situational Leadership
P268
Describe the different leadership styles
Recognise when to adapt your style to the needs of people and different situations
Six Thinking Hats
P162
List the functions of each of the six coloured hats
Recognise how to use Six Hats to run successful meetings
Social Identity Theory
P305
ist the stages associated with Social Identity Theory
State what is meant by in-groups and outgroups
Taking Responsibility
P158
Describe some benefits of taking responsibility and owning your mistakes
dentify the impact of blaming others for your mistakes
Tannenbaum and Schmidt's Leadership Continuum
P178
Describe the leadership continuum
Identify when to use different leadership styles
The Engaging Manager
P265
State what is meant by an 'engaging manager'
Identify the behaviours and impact of an engaging manager
The Psychological Contract
P281
State what the psychological contract is
What effect the psychological contract has on both employer and employee
Describe the importance of maintaining a positive psychological contract
Tuckman – Stages of Group Development
P302
State the levels of performance identified by Tuckman
Describe the performance characteristics of teams in each of the levels
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9Strategy and Organisation

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pearls of wisdom ® Learning Outcomes Unit Descriptors
Change - Eight Stages of Commitment
P193
State the 8 stages to embedded change
Describe the negative alternatives at each stage
Change - Executing Change
P195
State the four steps to effectively delivering change
Describe why step four is the most important, and often the least well delivered
Dealing with the 5 Temptations of a Leader
P186
State the five temptations of a leader according to Lencioni
Describe strategies to overcome the temptations
Ethical Leadership - Kasthuri Henry
P187
Outline the six elements of Kasthuri Henry's Comprehensive Ethical Leadership Model
State the meaning of ethical leadership
Five Temptations of a Leader
P185
State the five temptations of a leader according to Lencioni
Describe how these temptations impact on the organisation
Key Performance Indicators
P204
State what key performance indicators are
Describe the importance of good KPI's to the performance of your organisation
Knowledge Management
P266
State the meaning of knowledge management
Describe why knowledge management is central to the success of a business
Kotter's 8 Step Change Model
P255
Identify the eight stages of the model
Describe how to deal with change effectively
Leadership Management Debate
P172
Describe the key distinctions between leadership and management behaviours
Identify the complementary strengths of managers and leaders
McKinsey Seven S Model
P201
State the seven S's of the model
Describe how the Seven S Model affects organisational performance
Mission Statements and Their Value
P262
Define what a mission statement is
State how a mission statement can benefit an organisation and its managers
Describe how a manager can use the mission statement to motivate their team
Motivation Directions
P171
Describe the two motivational directions
Recognise the motivational direction of yourself and others
Organisational Structures
P269
Describe various different organisation structures
Recognise the structure of your own organisation
Paine's Manager Compass
P198
Describe why ethics needs to be part of your everyday decision making at work
List the four parts of Paine's compass
PESTLE Analysis
P202
State the importance of the PESTLE analysis
List the 6 elements of the PESTLE acronym
Political Awareness
P152
State what is meant by 'politics in the workplace'
Describe how 'negative workplace politics' impact on staff and the organisation
Stakeholders - Analysing Power and Interest
P203
State the value of the Stakeholder grid
Reproduce a stakeholder grid for your own work situation or project
SWOT Analysis
P147
Define the acronym S, W, O and T
State the benefits of a SWOT analysis when planning for the future
Tapping into Innovation
P261
State the importance of tapping into employee creativity
Describe the two approaches discussed for awakening dormant creativity within your people
The Power of Values
P155
Describe how values determine behaviour and behaviour determines performance
Identify the workplace values of your organisation
Your Development - Organisational Objectives
P160
Describe how an organisational learning culture has a positive impact on the individual
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10Leadership and Management Styles

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pearls of wisdom ® Learning Outcomes Unit Descriptors
Action Centred Leadership
P264
Name the three elements of the ACL model
Describe the importance of balancing all three
Appraisal - Manager's Guide
P210
State the value of an effective appraisal meeting
Identify how to ensure effective performance of this key management responsibility
Authentic Leadership – An Introduction
P173
State the elements of 'building the case for your leadership'
State 'the four essential practices of leadership'
Balancing Authenticity and Skill
P174
Describe the four leadership styles
Blake and Mouton Management
P248
Describe the four sectors of the grid when examining task vs people orientation
Recognise which best describes your own style
Dealing with the 5 Temptations of a Leader
P186
State the five temptations of a leader according to Lencioni
Describe strategies to overcome the temptations
Developing Your Influencing Skills
P164
State the nine influencing strategies
Define the importance of adapting your influencing style in different situations
Discipline and the Manager's Role
P216
Describe the difference between misconduct and gross misconduct
Describe the difference between performance and relationship issues
State the importance of keeping records during the discipline process
Ethical Leadership - Kasthuri Henry
P187
Outline the six elements of Kasthuri Henry's Comprehensive Ethical Leadership Model
State the meaning of ethical leadership
Ethics – Roadblocks To Ethical Decisions
P200
State the five roadblocks to ethical leadership
Describe how understanding the 5 roadblocks can support you making ethical decisions
Fayol's 14 Principles of Management
P260
List the six primary functions & responsibilities of management
List Fayol's 14 principles of management
Five Temptations of a Leader
P185
State the five temptations of a leader according to Lencioni
Describe how these temptations impact on the organisation
Getting Leadership Right
P169
Describe the challenge of 'being a flexible leader'
Recognise your current style of leadership
List some ways to expand the ways in which you can be flexible in your leadership style
Grievance and the Manager's Role
P215
Describe the responsibility of the manager in handling a grievance
State the importance of the grievance interview
State the importance of keeping records during the grievance process
Leadership - Myth of the Complete Leader
P196
Describe why the idea of the complete leader is a myth
Describe the approach of the 'Incomplete Leader'
Leadership Management Debate
P172
Describe the key distinctions between leadership and management behaviours
Identify the complementary strengths of managers and leaders
Management Styles
P157
Describe why managers need to use a range of management styles
List Hay Group's six different management styles
McGregor's Theory X and Theory Y
P170
Outline the different styles of Theory X and Theory Y managers
Describe the behaviours of each style
Seven Keys To Leadership
P190
List the seven key skills of a successful leader
State the difference between personal leadership and leadership from the heart
Situational Leadership
P268
Describe the different leadership styles
Recognise when to adapt your style to the needs of people and different situations
Tannenbaum and Schmidt's Leadership Continuum
P178
Describe the leadership continuum
Identify when to use different leadership styles
The EI Journey
P250
Describe the four box emotional intelligence model
State the value of emotional intelligence
The Engaging Manager
P265
State what is meant by an 'engaging manager'
Identify the behaviours and impact of an engaging manager
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11Project Management

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pearls of wisdom ® Learning Outcomes Unit Descriptors
Budgeting Methods
P236
Define the features of incremental and zero based budgeting
Compare and contrast incremental and zero based budgeting
Explain the advantages and disadvantages of incremental and zero based budgeting
Configuration and Change Control
P294
Explain why configuration and change control processes are vital to project success
Identify basic configuration management processes
Describe what is included in a configuration management strategy
Consider the consequences of failing to control changes within a project
Controlled Project Closure
P233
Identify the reasons why a project may come to a close
Use a checklist to prepare the project for closure
Explain how to manage project handover so that the project benefits are realised
Consider the value of project evaluation and lessons learnt
Cost Benefit Analysis
P140
State the advantages of using a Cost Benefit Analysis
Describe the four stages of creating a CBA
Creating the Business Case
P234
Explain the importance of a Business Case
Determine the components that make up the Business Case
Consider how to compare the status quo with the future created by the project
Identify methods to show expected results
Critical Path Analysis
P290
Explain what critical path analysis is used for
Distinguish between sequential and parallel activities
Consider the most effective scheduling of sequential and parallel activities
Explain how to use circle and arrow diagrams to schedule activity and show the critical path
Identify some ways of shortening the critical path so that projects can be delivered in shorter timescales
Effective Action Planning
P142
Identify the stages of a good action plan
Reproduce an effective action plan with clear deliverables and deadlines
Fishbone Diagram
P168
Outline the benefits of the Fishbone Diagram
Describe how to breakdown problems by identifying their causes
Reproduce a Fishbone Diagram
Force Field Analysis
P167
Identify two types of force that influence change
List the steps in using the tool to determine if a proposed change is viable.
Gantt Charts
P143
Describe how Gantt charts capture the relationships between activities and timescales in projects
Identify the steps to build a Gantt chart
State what a critical path is on a Gantt chart
Goals and Objectives
P243
State the difference between goals and objectives
Describe the purpose of goals and objectives
Good Decision Making
P141
List three decision making conditions that influence your decisions
Describe each decision making condition
Immaturity Maturity Theory – Chris Argyris
P288
State the seven dimensions of the Immaturity to Maturity model
Describe the importance of development of maturity both personally and at work
Inverse Brainstorming
P163
State how inverse brainstorming works
Recognise how inverse brainstorming encourages creative thinking
Key Performance Indicators
P204
State what key performance indicators are
Describe the importance of good KPI's to the performance of your organisation
Management Styles
P157
Describe why managers need to use a range of management styles
List Hay Group's six different management styles
Managing Project Communications
P289
Explain why effective communication is a key project management skill
Consider ways to tailor the message for impact
Identify reporting systems that add clarity to project communications
Determine the role of the communication plan in project management
Managing Project Risk
P293
Explain the benefits of managing project risks
Identify circumstances in which increases
Use an 5 step process to manage project risks
Identify standard responses to risk
McKinsey Seven S Model
P201
State the seven S's of the model
Describe how the Seven S Model affects organisational performance
Options Appraisals
P235
Explain the benefits of appraising options
Use and eight step approach to undertake an options appraisal
Explain the importance of clear objectives and evidence as part of the options appraisal process
Identify different ways to appraise options
Paine's Manager Compass
P198
Describe why ethics needs to be part of your everyday decision making at work
List the four parts of Paine's compass
PESTLE Analysis
P202
State the importance of the PESTLE analysis
List the 6 elements of the PESTLE acronym
Plan Do Check Act
P144
Name the four stages of the PDCA cycle
Describe how to apply the cycle to problem solving and managing change
Presenting your Business Case
P296
State the 5 cases that make up the OGC model
Describe the key elements of case
Fishbone Diagram
P168
Outline the benefits of the Fishbone Diagram
Describe how to breakdown problems by identifying their causes
Reproduce a Fishbone Diagram
Project Environment
P227
Define what is meant by the project environment
Identify the different factors that are considered within a project environment
Explain how these factors impact on a project and the way it is managed
Explain the importance of understanding and managing the project environment
Project Management Methodologies
P228
Define what a project management methodology is
Explain the benefits of using project management methodologies
Compare and contrast traditional and modern methods
Consider which methodologies may work for your project and your organisation
Project Stakeholder – Internal and External
P238
Define internal and external stakeholders and provide examples of each
Identify the different perspectives of a range of stakeholders and consider how this impacts on your project
Consider how best to work with a range of stakeholders and meet their needs
Give examples of interdependency between the project manager and stakeholders
Project Start-up and Control
P232
Identify the processes that take place in advance of implementation
Define a project brief, project mandate and project initiation document
Identify what project controls are considered at the start up stage
Explain the consequences of inadequate planning on project implementation and project outcomes
Project Quality
P295
Define what quality is in a project management context
Distinguish between quality assurance and quality control
Explain the pre-requisites and the benefits of quality assurance
Consider how to undertake quality control
SMART Objectives
P239
Define the meaning of SMART objectives
State the value of using SMART objectives
Stakeholders - Analysing Power and Interest
P203
State the value of the Stakeholder grid
Reproduce a stakeholder grid for your own work situation or project
Stakeholders – Role and Importance To Your Audience
P146
List different types of stakeholders
Outline why you need to spend time on effectively managing stakeholders
Tapping into Innovation
P261
State the importance of tapping into employee creativity
Describe the two approaches discussed for awakening dormant creativity within your people
The Project Executive
P229
Explain the role of the project executive
Explain who could fulfil the role of the project executive
Identify the key responsibilities of the project executive
Consider the behaviours and skills required to be an effective project executive
The Project Lifecycle
P230
Identify the different stages of the project lifecycle
Explain the key activities and responsibilities at each stage
Identify some of the pitfalls of not progressing through each stage
Consider the impact of the project lifecycle on resourcing
The Project Manager
P231
Explain the role of the project manager
Identify the key responsibilities of the project manager
dentify the work outputs of the project manager
Consider the skillset of an effective project manager
Using Data and Information
P149
Describe the difference between data and information
Describe the relationship between data and information
What is a Project?
P226
Provide a definition of the word project
Identify the key features of projects
Explain how projects differ from business as usual
Distinguish between projects and programmes
Work Breakdown Structures
P291
Explain the benefits of producing a work breakdown structure
Construct a simple work breakdown structure
Determine the level of granularity required
Use a work breakdown structure to help assign work and budgets
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12Critical Thinking, Problem Solving and Decision Making

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pearls of wisdom ® Learning Outcomes Unit Descriptors
8 Reasoning Errors in Critical Thinking
P315
State what the 8 Common reasoning errors are
Listen out for these errors in your own, and others' arguments
8 Roadblocks to Critical Thinking
P313
State the 8 roadblocks and their impact
Develop approaches to avoiding these pitfalls
Alternatives, Possibilities and Choices (APC)
P311
Broaden your critical thinking ability
State the importance, and technique, of considering alternatives, possibilities and choices during your analysis
Becoming a Critical Thinker
P316
State the characteristics of a critical thinker
Describe what stage you are at in the development of your own critical thinking ability
Consequences and Sequels (C&S)
P310
Broaden your critical thinking ability
State the importance, and technique, of considering the consequences and sequels of your decision
Criteria-Based Harvesting of Ideas
P323
Describe the process of Criteria-Based Harvesting of Ideas
Demonstrate the use of this technique in decision-making
Good Decision Making
P141
List three decision making conditions that influence your decisions
Describe each decision making condition
Dot Voting/Multi Voting for Decisions Making
P322
Describe and demonstrate the dot-voting technique
Describe and demonstrate the multi-voting technique
Factors and Priorities (CAF & FIP)
P312
Broaden your critical thinking ability
State the importance, and technique, of considering all factors, and the first important factors when reaching a decision
Fishbone Diagram
P168
Outline the benefits of the Fishbone Diagram
Describe how to breakdown problems by identifying their causes
Reproduce a Fishbone Diagram
Force Field Analysis
P167
identify two types of force that influence change
list the steps in using the tool to determine if a proposed change is viable.
Innovation – Enhancement Checklist
P324
Describe what the enhancement checklist is
Demonstrate the use of the checklist in action
Innovation – Hamel's Ideas Funnel
P319
Describe the purpose of the ideas funnel
State the importance of having a lot of ideas.
Innovation – The Ideas Pipeline
P318
Describe the purpose of the ideas pipeline
Describe and define the 'gates' along the pipeline
Methodical v Intuitive Decision Making
P317
Describe the conventional wisdom of the methodical approach to decision making
Articulate the counter argument that supports intuitive decision making
Other People's Views (OPV)
P309
Broaden your critical thinking ability
State the importance, and technique, of considering other people's views
Paired Comparisons for Decision Making
P321
Describe the technique of paired comparisons
Complete a paired comparisons analysis
Root Cause Analysis – 5 Whys?
P314
State what is meant by the term root cause analysis
Demonstrate the use of the 5 Why's technique
Thoughts on Thinking
P148
State what CoRT thinking means
Describe the PMI thinking tool
Unfreeze for Change
P165
Describe the three steps of the “Unfreeze, Change, Freeze” model
State how to use the model to make change happen
Using Data and Information
P149
Describe the difference between data and information
Describe the relationship between data and information
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13Creative Thinking, Creativity and Innovation

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pearls of wisdom ® Learning Outcomes Unit Descriptors
Alternatives, Possibilities and Choices (APC)
P311
Broaden your critical thinking ability
State the importance, and technique, of considering alternatives, possibilities and choices during your analysis
Brainstorming
P325
State the process of effective brainstorming
Avoid the pitfalls of 'social loafing'
Challenges to Creativity – Ken Robinson
P329
Describe some of the challenges to creative thinking that we face
Apply Sir Ken Robinson's ideas to your own leadership style
Creating Affinity Diagrams
P166
Outline the benefits of an Affinity Diagram
Reproduce an Affinity Diagram
Divergent and Convergent Thinking
P327
Define the terms divergent and convergent thinking
Describe the appropriate times to use each different type of thinking
Factors and Priorities (CAF & FIP)
P312
Broaden your critical thinking ability
State the importance, and technique, of considering all factors, and the first important factors when reaching a decision
Fishbone Diagram
P168
Outline the benefits of the Fishbone Diagram
Describe how to breakdown problems by identifying their causes
Reproduce a Fishbone Diagram
Innovation – Hamel's Ideas Funnel
P319
Describe the purpose of the ideas funnel
State the importance of having a lot of ideas.
Inverse Brainstorming
P163
State how inverse brainstorming works
Recognise how inverse brainstorming encourages creative thinking
Lateral Thinking for Creativity
P328
Define what lateral thinking is
Describe the process of the lateral thinking technique
Mind Maps
P320
State what Mind Maps are, and their purpose
Create your own Map using the Mind Mapping rules
Priming the Mind for Creativity
P326
Describe two different 'Priming' techniques
Demonstrate the use of priming in creative thinking
Six Thinking Hats
P162
List the functions of each of the six coloured hats
Recognise how to use Six Hats to run successful meetings
Support Ideas and Innovation
P331
Describe why it's important to be supportive of new ideas
Apply techniques that welcome ideas and suggestions from others in a supportive manner
Tapping into Innovation
P261
State the importance of tapping into employee creativity
Describe the two approaches discussed for awakening dormant creativity within your people
Top Ten Tips for the Innovative Leader
P330
Describe the top ten tips
Discuss how to you would apply these techniques to enhance workplace innovation
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