Personal Notes What have you personally found of value today? What do you consider the group needs to do tomorrow to further improve? What are you personally going to do to bring improvement tomorrow?

Useful question when establishing Aims Purpose “Why are we doing this task?” “What is the Task for?” “What purpose will it serve”

“Because of these cause in the past” Why? Causes “Because of these cause in the past” Analysis Hindsight Why? Purposes “In order to fulfil these purpose in the future” Imagination Foresight Task

Useful Question when establishing Aims End Result “What will be end up with” (Visualising end product)

Useful Question when establishing Aims Success Criteria “How will our achievements be measured?” “How will we judge if our results are satisfactory?”

SUCCESS CRITERIA Purposes Need to be clear who is the job for? What is the job for? SUBJECTIVE OBJECTIVE Quantity Lots Plenty Many 20 <10 >4 Quality Nice ones good ones Exactly the same paper Staples at top left hand corner Straight edges Comparative Similar Exactly the same in every respect Cost Cheap Reasonable cost Budget of 40 rupees 10 paise each pad Time As soon as possible Quick, Soon By August 30th, 2015 In 3 minutes

AIMS Information WHTBD Plan Action Review Information WHTBD Plan Review, give new information leading into the next cycle

Practice of Effective Aiming Be as specific as practicable Aim at highest achievable level Match your aiming as per task, resources, manpower, time Assess capacities positively Aim for both material non-material benefits Don’t ignore intrinsic non-material benefits

Practice of Effective Aiming Be prudent to judge worth of perceived benefits Be careful not to skip primary outcome Don’t forget purpose in wind while determining standards of outcome Be rational in determining efficiency criteria

How things are said has an effect Balanced thought and action Pointing out difficulties Asking questions Presenting alternatives Posing dilemmas Suggesting ways out of problem Building on ideas Making positive actionable proposals Source: COVERDALE

Task Process Accounting Aim Setting Engineering Process planning Teaching Research Managing time Listening Delegation

Level of Management Resource Aspiration Time High Risk Plan Work Low

What did he say? What does it mean? How does it fit? Can I support it? How to listen What did he say? What does it mean? How does it fit? Can I support it? What should I say?

Listening “Hearing is with the ears but Listening is with the mind” “You cannot listen if you are talking and if you are talking you are not learning”

Listening “A good listener is not only popular but learns much” “Learn to listen, opportunity sometimes knocks very softly”

PURPOSEFULLY & ATTENTIVELLY Observation WHAT IS HAPPENING? WHAT HOW WHAT WE GET PURPOSEFULLY & ATTENTIVELLY AWARENESS USE FOR OUR OWN USE TO GIVE FEEDBACK

Public Area Information Known by Self & Others Blind Area Information Known by Other but not by self Know by others Unknown by Others Cancelled Area Information Known by Self but not by other Unknown Area Information Unknown by Others or self Known by Self Unknown by Self JOHARI’S WINDOW

Thank you…