USING CRITICAL & CREATIVE THINKING TO ENHANCE PRODUCTIVITY IN INTEGRATED MARKETING COMMUNICATIONS MEETINGS AND PROCEDURES

Transcription

1 USINGCRITICAL&CREATIVETHINKINGTOENHANCEPRODUCTIVITYININTEGRATED MARKETINGCOMMUNICATIONSMEETINGSANDPROCEDURES ASynthesisProjectPresented by ASHLEYN.SMITH SubmittedtotheOfficeofGraduateStudies,UniversityofMassachusettsBoston, Inpartialfulfillmentoftherequirementsforthedegreeof MASTEROFARTS May2010 CriticalandCreativeThinkingProgram

2 c.2010byashleyn.smith Allrightsreserved

3 USINGCRITICAL&CREATIVETHINKINGTOENHANCEPRODUCTIVITYININTEGRATED MARKETINGCOMMUNICATIONSMEETINGSANDPROCEDURES ASynthesisProjectPresented by ASHLEYN.SMITH Approvedastostyleandcontentby: PeterTaylor,Professor ChairpersonofCommittee ArthurMillman,AssociateProfessor Member PeterTaylor,Director CriticalandCreativeThinkingProgram

4 ABSTRACT USINGCRITICAL&CREATIVETHINKINGTOENHANCEPRODUCTIVITYININTEGRATED MARKETINGCOMMUNICATIONSMEETINGSANDPROCEDURES May2010 AshleyN.Smith B.A.,DuquesneUniversity M.A.,UniversityofMassachusettsBoston DirectedbyProfessorPeterTaylor ThispaperprovidesateachingmodelforhowtoeffectivelyincorporateCriticaland CreativeThinking(CCT)methodsintoabusinesssettingtoinitiateorganizationalchange.I developedaworkshoponworkplacemeetingsbasedontheimperfectionsofthemarketing teamat ICS. TheworkshoptouchesonCCTmethodsthatareneededinorderfor organizationstochange.ialsointegratedcctmethodsintotheintegratedmarketing Communications(IMC)Proceduretoenhanceproductivityandproduceresults.Integrated marketingismadeupofmanypiecesofthemediafield,butoftentheparticipantsinimcare searchingforthesameendresult.followingtheviewsofkevinroberts,communication amongeachparticipantiscriticalinorderforgreatbrandstosurviveortomoveproducts iv

5 strategically.imcisanimportantresourceforacompany,becauselikesales,theendresultis tocreateloyaltyandawarenessamongconsumers,andtosellandtogeneraterevenue. CommunicationisakeyelementinmakingsurethatpeopleareonthesamepageinIMCin ordertoreachtheendresult.effectiveworkplacemeetings,brainstormingsessions,andother collaborationsenhancecommunication,whichisavitalpieceinmovingforwardinbusiness. v

6 TABLEOFCONTENTS Chapter Page PROLOGUE AUTHORSTHATINSPIREME 1 Chapter1 OVERVIEW 3 Chapter2 JOININGTHECCTPROGRAMANDLINKINGMYSTUDIESTO 5 MYWORKPLACECONCERNS Chapter3 GOALANDAUDIENCEOFMYSYNTHESISPROJECT 7 Chapter4 THEINTEGRATEDMARKETING 9 COMMUNICATIONSFRAMEWORK Chapter5 MOVINGPEOPLEINTOTHECCTFRAME OF MIND 12 Chapter6 HOWICSMEETINGSWORK(ORDON T) 14 Chapter7 MYEXPERIENCEUSINGTHEACTIONRESEARCHPROCESS 16 Chapter8 CCT/IMCORGANIZATIONALCHANGEWORKSHOP 26 Chapter9 INTEGRATIONOFCCTINTOIMCPROCEDURE 36 Chapter10 FUTURESTEPS 40 WORKSCITED 44 vi

7 PROLOGUE AUTHORSTHATINSPIREME OneofthemostinspiringbooksformeduringmyprojectwasLovemarks,byKevin Roberts,theCEOWorldwideofSaatchi&Saatchi.Thebookdiscusseshowtraditionalbranding practiceshavebecomestultified.ichosetoanalyzemanyofroberts pointsbecauseofthe passionhisbookexemplifiesforthemarketingfield.thepiecesthatmakeuptheideaof, Lovemarks,arerelatedtosomethingsIhavelearnedinCCT.Roberts philosophyisthat, wheneverwearestuck,weshouldalwaysgobacktothebasics(roberts1). Thissimple sentencehassomuchpower.therearemanytimeswhenmymarketingteamandigetstuck onprojectsbecauseweneedtogobacktothe drawingboard. ThisisthereasonIamwritingthispaper.Iwanttogobacktothebasics.Iwantto improvetheenvironmentwhereallthecreativethoughtsandstrategiestakeplaceinorderfor myworkplacetohaveevenbettermarketingstrategiesandimcprocedure.robertscontends that branding,image,orlovemarksaredeterminedbythecustomers,notus(roberts1). In orderformyteamandmetotrulyunderstandtheneedsandwantsofourcustomerbase,we havetoimprovecommunicationinourmeetingsaswellasintegratesomevaluablecriticaland CreativeThinkingmethodsintoourprocedure. 1

8 AnotherworkthatinspiredmeisBrianStanfield'sWorkshopBook.Iadoptedoneofhis modelsintheprocessofcreatingmyownorganizationalchangeworkshop(seechapter5).iam lookingtobuilda morecollectiveprocesswhereallvoicesareheardandadiversityof experiencebroughttobearonaproblem[that]producesamuchricherformofdemocracy, ratherthanhavethetopdownversion (Stanfield,4). Mygoalisforeveryoneinmy workplacemeetingstohaveavoiceandtobeheard.ifmorepeoplehaveavoiceandspeakup withnewinnovativeandcreativeideas,communicationamongtheteamandcreativitywillbe enhanced. AdditionalauthorswhowereinspirationstomeareDeniseShekerjian,ShariTishman, andjuliacameron.theirideasinregardstocriticalandcreativethinkinghelpedtoillustrate theimportanceofcreativityandhowtoreachhigher levelthinking.hamptonhopkins,baird Brightman,JohnMoran,SpringerNetherlands,andKarenVintonalsoplayedamajorroleinmy understandingofmoralebuildingandfunctionsoftheworkplace.inmypaperitrytoproduce anendresultthattouchesontheinnerworkingsofalloftheseauthorsandcorrelateswiththe goalsthatiamtryingtoachieveinmyworkplace. 2

9 CHAPTER1 OVERVIEW TheCriticalandCreativeThinking(CCT)GraduateProgramattheUniversityof MassachusettsBostonsupportsstudentsininitiatingchangeintheirschools,communities, workplaces,andpersonallivesthroughreflectivepractice.ihavehadsuccessinapplying variousccttoolsofcriticalthinking,creativethinking,andreflectivepracticeinmyworkasa partofamarketingteam.inparticular,ihaveanalyzedthereasonsforourunproductive meetingsandhadachancetoexperimentwithsomenewcct inspiredapproachestomeetings andcommunicationmoregenerally.inthissynthesispaperipresentadesignforaworkshop thatextendsmyinitialeffortsinorganizationalchange. TosetthesceneIdescribehowIfoundCCTandchoseanorganizationalchangefocus formycourseprojectsandthissynthesis(chapter2).ithenintroducethegroupswhomthis paperisintendedtoaddress(chapter3).iprovideanintroductiontotheintegratedmarketing Communications(IMC)frameworkthatmyteamat"ICS"pursues(Chapter4)andthentouchon thefieldofcriticalandcreativethinking(chapter5).idescribemyanalysisofmyteam's unproductivemeetings(chapter6),myexperimentinspring2009inorganizationalchange duringtheactionresearchcourse,andthelessonslearned(chapter7).while,atfirst,i plannedtowriteapolicybookforthemarketingteam,ieventuallydecidedtodesignan 3

10 interactiveworkshopfororganizationalchange(chapter8).thisworkshophasnotyetbeen tested,butihavemappedoutplansforevaluation,improvement,andextensionofthe workshop.i veincorporatedarevisedimcprocedurethattiestogetherintegratedmarketing andcctmethodstocreateabettersystemthatthemarketingteamaticscanfollowinorder tosuccessfullycompleteprojects(chapter9).iendbylookingaheadtomynextstepsafter graduating,incorporatingreflectiononwhatworkedwellandwhatneededmoredevelopment inmycctexperienceasawhole(chapter10). 4

11 CHAPTER2 JOININGCCTANDLINKINGMYSTUDIESTOMYWORKPLACECONCERNS Ihavealwaysbeenambitious.Beforereceivingmyundergraduatedegreefrom DuquesneUniversity,IknewthatIwouldgoontopursuegraduatestudies.YetIhadnoideaof whattypeofprogramiwantedtostudyin.mostpeopleinmylineofworkgoontogetan MBAoranM.AinIntegratedMarketingorGlobalbusiness.However,IrealizedthatIdidnot wanttofollowthetraditionalpathofmypeers.ihadgrowntiredofthestandardizedtestsand linearwayofthinkingthatsomebusinessandmediaprogramsteach.ineededsomethingto keepmeinterestedandtohelpmethinkmorecreatively.ihopedthatwouldgivemean advantageovermanypeopleinmylineofwork. Earlyin2008IwasresearchingprogramsthattheUniversityofMassachusettsat Bostonhadtooffer.IstumbledontotheCriticalandCreativeThinkinghomepage(CCT2009).I wasintriguedbytheprogramdescription.iappliedandwasacceptedtotheprogram.asi begantakingtheintroductorycoursesincreativethinkingandcriticalthinking,irealizedthati didnottrulyunderstandthemeaningofeitherterm.iwasintimidatedbecausethemajorityof thestudentsthatiencounteredinthecctprogramcamefromaneducationbackground,or wantedtorelatethecctcourseworktotheirteachingjobsandenvironments.becauseofthis, 5

12 Iimmersedmyselfintheprogramtounderstandwhatcriticalthinkingandcreativethinking meant.ichallengedmyselftolearnhowtotakewhatiwaslearningandrelateittomylineof work,sincecomingfromabusinessbackgroundwasnotthenormincct.icametounderstand theimportanceofresearch,inquiry,evaluationandreflectionintheworkplaceandwantedto showthatcctcanbebeneficialinbusiness,specifically,inmarketing&advertising. Formysynthesis,Ichosetofocusonorganizationalchangebecauseofsomethingsthat Ibelievecanbechangedwithinmyownworkplace.IwantedtointegratekeyCCTconceptsand toolsinaworkshopand,morebroadly,intotheimcproceduretoenhancetheproductivityin myworkplace. ThekeyconceptsthatIdiscusswithinmypaperhaveinfluencedmyoutlookand thinkingprocessconcerningwhat sneededandwhat simportantinordertomakeaneffective workplace/team.bydoingthisproject,iamillustratingtheprocessthatisneededinorderto incorporatechangeeffectivelyintheworkplace,aswellasdescribetheneededtools(from CCT)thatcanincreaseproductivity.ThetoolsthatIextractedfromtheCCTprogramarethe toolsidiscusstouseintheworkplacetoenhanceproductivity.thesearethetoolsthatwere meaningfulandmostsignificanttomeduringmylearningprocessandcourseworkincct. 6

13 CHAPTER3 GOALANDAUDIENCEOFMYSYNTHESISPROJECT Significantorganizationalchangeoccurswhenanorganizationchangesitsoverall strategyforsuccess,addsorremovesamajorsectionorpractice,and/orwantsto changetheverynaturebywhichitoperates.italsooccurswhenanorganizationevolves throughvariouslifecycles,justlikepeoplemustsuccessfullyevolvethroughlifecycles. Fororganizationstodevelop,theyoftenmustundergosignificantchangeatvarious pointsintheirdevelopment.that'swhythetopicoforganizationalchangeand developmenthasbecomewidespreadincommunicationsaboutbusiness,organizations, leadershipandmanagement(mcnamaran.d.). Theprecedingquotestressestheneedfororganizationalchangeinthebusinessworld. ICShastodevelopandchangewiththetimesbecauseoftheincreaseduseofmediaand technologyinmarketing,soitisveryimportantthatthecompanyinvesttimeandresourcesin organizationalchangesothatstaffcancreativelyrespondtochangingtimes.theoverall governingquestionformyprojectwashowdoiimplementcctmethodsintoworkplace meetingsandprocedurestohelpstimulateimprovement?isoughtbetterqualityofwork derivedthroughmotivationfromworkplacemeetingsinwhichcctmethodsareused,andby incorporatingcctmethodsintotheimcprocessasawholeinordertoproduceevengreater results.therearetwointendedaudiencesforthisproject.themainaudienceisthemarketing teamatmyworkplace ICS andthispaperisintendedtoconveythatchangeisneededin orderforourworkgoalstobemet.mypurposeistoaddresstheteamandmakethemaware 7

14 ononehandoftheproblemsthatweencounterinoureverydayworkenvironmentthat hindersourcreativityandtheachievementofgoalswithinourjobsand,ontheotherhand,of CriticalandCreativeThinkingmethodsthatcanchangethecultureofourteam.Thesecond audienceisanybusiness,companyororganizationthatneedsanorganizationalchange workshop,whichcanbeadoptedeitherinfullorinsegments. Therearemanystepsintheprocessoforganizationalchange,whichvarydependingon theorganizationthatneedsthechange,andtheculturethatexistswithin.theusualfirststep isidentifyingwhatchangeneedstobemadeandwhy.thenextquestionishowtoproceedin makingthesechanges.inthispaper,itakeyouthroughmyownexperienceoftryingto implementorganizationalchange.bydoingthis,youwillunderstandwhatmayhaveworkedfor meandwhatmaynothave,andyouwillbeabletoidentifythingsthatcouldhavebeendone differently.thefirststep,takeninthenextchapter,istoexplaintheintegratedmarketing Communications(IMC)frameworkthatmyteamatICSpursues. 8

15 CHAPTER4 THEINTEGRATEDMARKETINGCOMMUNICATIONSFRAMEWORK WhatisIMC?IntegratedMarketingCommunications(IMC)isacombinationof advertising,marketing,communications,salesandpromotion.thetextbookdefinitionofimc is;"thecoordinationandintegrationofallmarketingcommunicationtools,avenuesand sourceswithinacompanyintoaseamlessprogramorstrategythatmaximizestheimpacton consumersandotherendusersataminimalcost(clowandbaack11). TheIMCprocedureisa certainprocessthatthemarketingteamfollowsaticstoensurethateveryaspectofastrategy orprojectiscovered.theimcprocessiswhattheteamfollowsinordertomarketnew productsandtosecurenewbusiness.imcplansbalanceourcompany sresponsibilitytocreate awarenesswithitsneedtogenerateresults. 9

16 TheabovediagramdescribeswhatIMCisinanutshell,howevernoneofthesethings canfunctionproperlyunlessamarketingteamisonthesamepage.apartofamarketingteam beingonthesamepageismakingsurethateveryoneintheteamiscommunicating.the importanceofcommunicationwithinthisprocesstricklesdowntotheconsumer/customer. IMCistheintegratedmanagementofallcommunicationstobuildpositiveandlasting relationshipswithcustomersandotherstakeholders.itisacustomer centric,data driven approachtomarketingandbrandingthatstressescommunicatingtoconsumersthrough multipleformsofmediaandtechnology( ubranderwordpress 1). InconsistentcommunicationistheproblemthatIencounterweeklywithmymarketing team.themainreasonisthatwehaveweeklymeetingsthathappentobeineffectivefor numerousreasons.sincethemeetingsareineffective,themarketingteamisnotmeeting companygoalsforgeneratingrevenue.becauseofthis,iwouldliketoimplementachangein IMCprocedureanddevelopaworkshop,whichincorporateshumorandteambuildingactivities toraisemorale. IfIcangetmyteamonboardwithmeandincorporateasuccessfulchangewithinour weeklymeetingsaswellasinourimcprocedure,notonlywilltheteambemoreeffective,but peoplewillbehappiertoattend.changeisimportantbecauseifmeetingproductivityis changedandthemarketingteambecomesmoreeffectiveasawhole,clientdatabasescanbe 10

17 increasedaswellasrevenue.becausetheworkshopandmyattemptstochangemyworkplace areinspiredbymycctstudies,thenextchaptertouchesonthefieldofcriticalandcreative Thinking. 11

18 CHAPTER5 MOVINGPEOPLEINTOTHECCTFRAME OF MIND WhatisCCT?Criticalthinkinginvolveslogicalthinking,reasoning,andreflective practices.creativethinkinginvolvesskillsofflexibility,originality,fluency,elaboration, brainstorming,imagery,associativethinking,attributelisting,metaphoricalthinking,andforced relationships.allthesethingsandmoremakeupthetruemeaningofcct. Criticalthinking, creativethinking,andreflectivepracticearevaluedinallfieldsofwork( CriticalandCreative Thinking 1). Howeverbasedonmyexperienceinclassesandthroughlisteningtomypeers, manyprofessionalsandbusinessesdonotactuallyknowhowtoputtheseskillstouse.many workplaceslacktheknowledgeofhowtousethemeffectively. Criticalthinkingteachespeoplehowtoscrutinizeassumptions,reasoning,andevidence byusinghigherlevelthinkingpracticeslikementalmanagement,thinkingdispositions, language,transfer,etc.someofthemainpracticesofcreativethinkinginclude generating alternativeideas,practices,andsolutionsthatareuniqueandeffective( CriticalandCreative Thinking 1). Someadditionalpracticesare exploringwaystoconfrontcomplex,messy, ambiguousproblems,makenewconnections,andtoseehowthingscouldbeotherwise ( CriticalandCreativeThinking 1). 12

19 OneofthemostimportantpiecesofCCTthatIwoulddiscussinmyworkshopis reflectivepractice.reflectivepracticeisoneofthoseimportantpiecesmissingfromthepuzzle inmanyorganizations.inmyworkplacemarketingmeetings,reflectiontimeisnotusually allotted.thisisoneofthekeypiecesthatiplantotakeawayfromcctandincorporateintomy workshopbecauseofthevalueitholds.thecctreflectivepracticemethodisawaytotake stockoftheoutcomesandtodecidehowtomoveforward.onceyoutakestock,you understandwhatneedstobechangedordeveloped.onceyouhavethatunderstanding,the laststepistoreviseapproachesaccordingly.thisisthetypeofthinkingihopetogetmytarget audiencestoachieveafterparticipatinginmyworkshop. BeforeIpresentmyworkshop,Iwanttodescribemypreliminaryeffortstoimprove meetingsinmyworkplaceandtodothatifirsthavetodescribethosemeetings.thatisthe topicofthenextchapter. 13

20 CHAPTER6 HOWICSMEETINGSWORK(ORDON'T) OverviewofICSMarketingMeetings ICSmeetingsaremarketingmeetingsandeachmini groupwithinthemarketingteam reportsonfindingsfortheirparticulartask,suchas: 1. Sales&Numbers(Ex:1stQuarterSales,etc) 2. Newmarketingmaterial 3. Newtargetsandgoalstoreach Duringthesemeetingswediscussupcomingprojects,goals,andstrategiesonhowtoacquire newbusiness.inmostofthesemeetingswediscusswhichpartoftheprocedurewemaybe currentlyworkingon,andwherewewillbemovingafterataskiscompleted. Afacilitatorwhoguidesthemeetinghelpsittomoveforwardbasedoncertaintime constraints.questionsandcommentsareallowedatanytime.however,becauseoftime constraints,noteverythingcanbeaddressed.becausethereisnotalwayssufficienttimefor ourmarketingmeetings,peopleleavethemeetingsfeelingasthoughtherewasnoclosureor thattheywereineffective.inordertobeeffectivewithinmarketingoranyotherfieldofwork, eachpersononateamhastobeonthesamepage.everypersonofthegrouporteammust understandthegoalsandneedswithinthecompany. 14

21 OverviewofCurrentIMCProcedure ThecurrentIMCprocessatICSconsistsofmanysteps,whichhavebeeneffectivefor manyyears.however,althoughtheprocessiseffective,duringeveryprojectsomeofthesame mistakesaremade.ibelievethatifsomecctmethodsandpracticeswereincorporatedinto theimcprocess,itwouldenhancetheproductivityofmanypeople stasksonadailybasis.for example,thereneedstobeanintegrationofreflectionandevaluationintotheimcprocess. Thiswouldallowforfewererrorsandmistakestobemadetimeaftertime.Possiblyitwould elicitfeedbackfromtheteamonwhatworksthebestversuswhatmaynotbeworkingatall. ThesetwotoolsinparticularfromCCTwouldmakeaverybigdifferenceinhowfastandhow effectivelythemarketingteamcanproduceresults. Throughreflectionandevaluation,theteamcanproducesomeoriginalityintheway peopledothings.whatworksforonepersonintheimcprocessmaynotworkforeveryone. Thesemethodsareawaytonotlimitthecreativityofthegroup.Anotherthingforthe marketingteamtoconsiderisdifferentbrainstormingmethods.doingthesametypeof brainstormingcanhinderthinkingandcreativityinsteadofgeneratingnewideas. 15

22 CHAPTER7 MYEXPERIENCEUSINGTHEACTIONRESEARCHPROCESS Inthespring2009semesterIparticipatedintheCCTProgram'sActionResearchcourse, inwhichtheclassfollowedaseriesofstepsbeginningwithbackgroundresearchandreviewing evaluationsofpastpractice.below,iwalkthroughthephasesofresearchthatguidedmewith gatheringinformationforthiscurrentproject. ThefirststepwasidentifyingtheproblemthatneededactionsoIexaminedwhattook placeinthemarketingmeetingsatthattime.theicsmeetingswereconsideredineffective becausetheyweresometimesrushedandhadnoclosure.questionswerenotaddressedwith clarityandthemeetingswereoftenheldattheendofthedaywhenpeopleweretiredand wantedtoleaveworktobewiththeirfamilies.atthattime,thiscausedpeopletonotwantto attendandledtolowmorale,causingthemeetingstobeuncomfortableforeveryone. ThenextstepintheActionResearchprocesswasdoingbackgroundresearch,whichI touchedonbrieflyinchapter3.accordingtotheactionresearchmodel,evaluationisthestudy ofeffectsofactions.ichosetousetheresultsofpastactionsofthemarketingteamto understandwhatmethodswereproductiveandwhatmethodswerenot.ianalyzedwhatthe teamhaddoneinthepastasastartingpointindevelopingwhereiwouldliketoseetheteam go.belowisthedataicollectedfromtheofficemanageraswellasmembersoftheteamwho 16

23 hadbeenaroundforyearswithinthecompany.thisphaseoftheactionresearchprocess provedtobeveryeffectivebyfindingoutwhatwasdonepreviouslyandwhetheritworkedor not.idevelopedanunderstandingofwhaticouldproposeforchangeinordertopossiblyget peopleonboardwithme. Bydoingso,Iwasabletounderstandtheobjectiveofthecompany,whichistofinda waytoimplementorganizationalchangethatnotonlyraisesmorale(isfunandworksfor everyone)andmakestheteamfunctionmoreeffectively,andtofindsomethingwithalow cost.evaluationenabledmetounderstandwhythemarketingteamhasthemeetingsatthe endofthedayaswell.onereasonisthatthecompanypreferstonothavemeetingson valuablecompanytimebecauseweloseoutontimetogetnewbusinessandtogenerate revenue.belowisatablethatdescribessomeoftheinformationthatigatheredfrommypeers: ThemostimportantthingthatIrealizedwasthattheevaluationandinquirypartofthe actionresearchprocesshelpedmetofindoutvaluableinformation.theinformationgaveme 17

24 anideaofthetypeofresponsestoexpectwhenimplementingmyorganizationalchange workshop.icanresearchifthursdaysarestillrelativelylightworkdaystoconductmeetingsin themornings.icantakeresponsibilityorgiveresponsibilitytosomeonewhoissupportingthe changetoissueanagendabeforethemeetingstakeplace.remindersofinformationthat peopleneedtobepreparedtodiscusscanbeincludedwithintheagendaaswell. Ibelievethatifthesethingsworkedwell,Ishouldbeabletobuildaconstituency startingwiththesepoints,buticanalsothinkofwaystomakethembetterbasedonfeedback thaticontinuetoreceive.otherideascanbeincorporatedintotheorganizationalchange workshop,butthegoalistotakethingsone stepatatime. Afterfindingoutwhatmycompanyhasdoneinthepast,theActionResearchmodel encouragesfurtherresearchonwhatothercompaniesororganizationshavedoneinthepast. Thiswayyoucanunderstandcurrentmethodsthatexist,butalsounderstandwhathasnot beendone.basedonmyresearchduringtheactionresearchcourse,ifoundthatother companieshaveuseddifferentapproachestoorganizationalchangeaswellaswaystoraise moraleoftheindividualsattending.asaresultofmyresearch,ihavefoundthatmost companieshavea manualormeetingpolicybookwhicheveryonehasacopyoforknowshow toaccessforguidelines(moranandbrightman68). Thishelpskeepthingsfairbetween employeesandthecompany. 18

25 AccordingtoHamptonHopkins'sarticle(Hopkins,26) Achallengetomanagers:five waystoimproveemployeemorale&workplacemeetings, thecompanycannotmakeuprules astheygo,norcananemployeegoagainstthesetstructurewithoutgoodreason.ifthe companywantstochangeapolicyorifanemployeeisnothappy,theyhaveto offermeetings, whichincludecomplaintsessions,brainstorming,anddiscussionforums(hopkins26). Itwas interestingtoseethathopkins'suggestionsweretiedtosomecctskillsaswell.thearticle s mainfocuswastodiscussemployeedevelopmentopportunitiesasamethodofimproving employeemoraleandmotivationonthejob.afterreadingthis,idecidedthataworkshop wouldallowmetomakethecompanyhappybygoingoverexistingpolicies,andalsoto incorporatecctmethodsthatimproveourqualityofwork. Frommyresearch,Ifoundthatothercompaniesspendmoneyonteambuilding activitiestoraisemoraleandtocreatebondsandrelationships.somecompaniesoffersocial gatherings,whichincludeactivitiessuchaspicnics,parties,conferences,workshopsandeven philanthropicwork(hopkins28).likeics,theymayoffersometypeofemployee recognition, whichincludesrewards,promotionsandthankyounotes,whichhelptoraisemoraleand motivateindividualstogoaboveandbeyondintheirwork(hopkins28). Additionally,Ifound thatothercompaniesarekeepingemployeeshappyandmotivatedbyoffering continuing educationworkshopsandconferencesforthemtoenhancetheirskillsandknowledgeintheir 19

26 fieldofwork(hopkins28). Theideaistoofferempowerment,whichincludesinvolving employeesthroughresponsibilityandstayingabreastintheirfieldofwork. Aftertheresearchphaseiscompleted,thenextstepintheActionResearchprocessis gettingpeopleonboardwithyourideasandgoals.buildingaconstituencywithintheaction researchprocesscansometimesbethemostchallengingpart.frommyexperience,it sometimestakeslongerthanexpectedandhelpsyoutoclearlyseewhosupportsyou,andwho willnot. Myexperiencewithbuildingaconstituencyisunique.Duringthespringof2009,while involvedintheactionresearchcourse,ihadtheopportunitytoengageinastructured dialogueprocesswithmymarketingteamfollowingaweeklymeeting.itturnedouttobea verysuccessfulexperience.iwasabletounderstandtheteam sneedsandwantsandwhatthey wouldliketoseedonedifferentlywithinthemarketingmeetings.(iwantedtoseeiftheirideas matchedmyown.) Thebestpartofthedialogueprocesswasseeingifthemeetingfacilitatorwasonthe samepage.(evenifhewasnotonthesamepageatthattime,thesessionworkedoutwell becauseweheardhisintakeonwhatmakesmeetingseffectivefromhispointofview.)ididn t getpeopletoadoptortoconformtomyownideasatthattime.howevermostpeoplevoiced 20

27 someofthesameideasandconcernsasi.ihavepeopleonboardwithmyideas,buthowdoi getpeopletoactuallyputforththeactionofimplementingthechangewithme? Becausethiswassometimeago,Ihaveactuallyhadtheopportunitytobuildonthe relationshipsihaveformedwithmyconstituency.mypeersandidecidedthatthebestwayto getpeopleonboardwithmeforchangeisnottohavewrittenrulesormethodsputinabook, whichwasmyinitialideaforsolvingtheproblemsinmyworkplace.becauseofthesupportand feedbackfrommyconstituency,myoriginalideaofproducingapolicybookevolvedintoan organizationalchangeworkshop. SomethingIlearnedwithinthemarketingfieldisthatmostpeopleliketobeinteractive inwhattheyarelearning.anotherinterestingaspectthatdidcomeoutofthedialogueprocess andconstituencybuildingwasthatihadtheopportunitytohearopinionsofothersandto actuallyconnecttheirideastotheresearchthaticollected. OnepiecethatIincorporatedthatwasnotintheActionResearchmodelwasfindinga waytoincorporatehumorinmyworkplace.ibelievethattheuseofhumorisagreattoolfor raisingthemoraleofworkplacemeetingsaswell.accordingtokarenvinton s, Humorinthe Workplace,ItsMorethanTellingJokes, thefunctionofhumorisimportantincompanies, especiallyinasmall,family ownedbusiness(153).thecompanyiworkforisconsideredasmall business,soifoundthistobehelpful.thevarioustypesofhumordiscussedinthearticlehelp 21

28 alleviateworkplacetension.humoralsohas implicationsforsocializationofemployeesand appearstohelpcreatebondsamongtheemployees(vinton154). BasedontheinformationthatItookawayfromVinton sarticle,thedialogueprocess invitedfeedbackabouttheuseofhumorwithinourmeetingstomakethemlivelierandtoraise morale.mostoftheteamseemedveryinterestedintheideaandiplantousehumorduring theworkshop.afterusinghumorindifferentactivitiesthroughouttheworkshop,iplantoelicit feedbackonwhatworkedbest.afterfindingatacticthatthewholegroupenjoyed,ihopeto haveitimplementedduringeverymarketingmeetingthatfollowstheworkshop.(humor activitiescanberotated;idonothavetodothesameoneeveryweek.) ThetypesofhumorIwouldliketotestoutduringtheworkshopareicebreakers,jokes betweentopics,groupactivities,andintroductionjokes.anotherbondingmethodthatis humorousandbuildsmoraleistheincorporationofthemesanddifferentfoodsintothe meetings.frommyexperienceincct,ihavefoundthatfoodshelpcultivateinteraction, thinkingandcreativityamongpeople. ThenextstepintheactionresearchprocesswasidentifyingwhatIplantodowiththe informationicollected.asstatedpreviously,ioriginallyplannedtotakesomethingfromeach partofmyresearchandthencombineallthisinapolicybookthaticouldpresenttomy marketingteamasastarttoimplementingthechange.belowarethestartingpointsofwhati 22

29 wantedtoincludeinmyinitialideaofthepolicybook.onthenextpageisthepolicystructurei wasgoingtoimplementwithmymarketingteam.howevernowtheendresultandgoalisto doaninteractiveworkshop.theactualworkshopidesignedtousewithmymarketingteam followsafterthepolicystructure. Becausemygoalshavechangedfromtheinitialideaofpresentingapolicybooktothe marketingteamaticstodoinganinteractiveworkshoppresentingcctmethodsfor organizationalchangeforproductivity,theplanningphaseofmyactionresearchproject continuedonintothecctfall2009synthesiscourse.myplanningatthispointisfindingaway totestoutmyworkshop.oncethathappensandiamabletogetmypeersonboardwiththe newgoalandideaoftheworkshop,thenthenextsteporquestionishowtotransitionthecct methodsandinformationfromwithintheworkshoptotheworkplace.theideaistointegrate thetoolsinawaythatisadjustableandwillnotdisturbtheflowofthecurrentprojectsorwork atmosphere. IfIamabletotestoutmyworkshopatworkinthenearfuture,forevaluation,feedback andfutureplanning,iplantocontinuetoincorporatefrequentbrainstorminganddialogue sessions.inaddition,idesignedasurveythatwillgooutattheendofeachquarterthatelicits feedbackfromtheteamonwhatstillneedstobedone,whatneedstobeimprovedandalso responsesonnewideas.asuggestionfromoneofmyteammemberswastokeepafeedback 23

30 boxinthemeetingroom,sothatanytimeduringadaysomeonehasaquestionorconcern, theycanwalktheirresponseovertotheboxanddropitin.theresponsesputintheboxwillbe addressedanonymouslyatthefollowingweek smeeting.forfeedback,iplantohaveaperson outsidethemarketingteambeanobserverondifferentoccasionstogivemefeedbackfrom anotherperspective. Initial Idea Policy/Structure Model To be reviewed by marketing team 24

31 TheActionResearchprocessprovedtobeveryhelpfulasawayformetogather informationformyproject.bygatheringinformationthroughbackgroundresearch,inquiry evaluation,constituencybuilding,andplanning,ithelpedmetounderstandhowtomove forwardwithestablishingnewmethodsandskillsthatenhancetheproductivityofthe marketingteam.theinformationgatheredfromeachphasehelpedmetoconnectwhathas beendoneinthepastwiththefuturegoalsofmyproject.nowthattheinformationhasbeen gathered,reflectivepracticecanbeusedtothinkandunderstandhowtomoveforwardin designinganinteractiveworkshopfororganizationalchange,thetopicofthenextchapter. 25

32 CHAPTER8 CCT/IMCORGANIZATIONALCHANGEWORKSHOP AsIdiscussedinChapters2and3,thepurposeofdoinganorganizationalchange workshopistoaddresstheproblemsthathaveoccurredinmyworkplace.becauseiencounter someofthesameissuesweekly,itookaninterestinmakingthingsfunctionbettertomakethe marketingteamaticsmoreproductive.beinginthecctprogramhashadahugeinfluenceon mytakinganinterestinchange.manyofthetechniquesthatihavelearnedandtakenaway fromtheprogramareveryinfluentialintheworkplacechangeprocess.belowiintroducesome oftheproblemsthathaveinhibitedthemarketingteamatmyworkplacefromproducingeven betterprojects.followingthoseproblems,idiscusscctsolutionsthatcanbetakenand adoptedtofitanyworkplaceproblemorsituation. ThefigurebelowisadiagramthatIcreatedtoshowtheproblemsthatmyteamandI encounterduringourworkplacemeetings.theinnercirclerepresentstheproblemsthatoccur andthearrowsshowhowtheyhaveaninterconnectedrelationshiptooneanother.each problemhassomeoverlapandcanstemfromanotherproblemwithinthediagram.theoutside squaresrepresenttheccttechniquesthatisuggesttouseasastartingpointincreating changeinregardstotheseissues.icreatedthisdiagramasatooltoshowduringmyworkshop totheicsmarketingteam.ifeelthisisaneffectivewaytopresenttheinformationinaclear 26

33 conciseformat.thediagramclearlystatesthecurrentproblemsandissues,andithighlights whatcanbedonetoinitiatecommunicationinorderfortheteamtomoveforwardandtofix theissues. Figure 1 Problem SolutionDiagram (InnerCircle PresentsProblem,OuterSquares PresentWaystoFindaSolution) 27

34 IfeelthatthediagramcanfunctionasawaytointroducesomeCCTmethodsasapreactivitybeforebeginningtheactualworkshopprocess.Thiscanhelptosetthecontextofthe workshopandtogetpeoplethinkinginaproblemsolvingway.nextidiscusshowicreatedmy workshop,andfollowingyouwillseemymodel. TheWorkshopProcess TheworkshopprocessthatIchosewasadoptedfromBrianStanfield s,theworkshop Book:FromindividualCreativitytoGroupAction.IchoseStanfield sprocessbecauseitrelated tomanyofthetoolsthatihavetakenawayfromcctanduseinmyworkandcareer. Stanfield sworkshopprocessisflexibleenoughformetomovethingsaroundandmakethe workshopmyown.idecidedtoincorporatesomepiecestomaketheworkshopmoreuniversal andadjustabletoanyworkplaceororganization.belowisadiagramofstanfield sworkshop withoutanyincorporationoftoolsfromcct.hisworkshopprocessconsistsoffoursteps. (SeeFigure2onthefollowingpage) 28

35 Figure 2 Stanfield sworkshopprocess (RedFont Title,FollowingRedFontisDescription/Explanation) Context Setsthestage.Outlinesprocess&timelineforworkshop,explainsproductand outcome;highlightsfocusquestion(stanfield26). Brainstorming gatheringinformationfromthegrouptoputitinfrontofthemandto makesurethateveryoneisonthesamepage. Clusteringtheideas Organizingtheinformationgatheredfromthebrainstorming sessionintocommonalities,etc Naming givingclustersanameafterorganizingtheinformation. Theresultisa comprehensivepictureoftheorderedrelationshipsofallideasgeneratedinthe workshop(stanfield26). ThetitlesforeachpieceinStanfield sworkshoparehighlightedinred.basedonthe descriptionthatiextractedfromhistextexplainingthestepsofhisworkshop,icameupwith titlesfromcctthatwouldfiteachdescription.stanfield sworkshopisverygood.however,i 29

36 believeitismissingsomekeycomponentsthatibelievearebeneficialtoanyorganization. BelowisadiagramofmyworkshopincludingtoolsincorporatedfromCCTaswellasStanfield s workshop. Figure 3 MyWorkshopProcess (RedFont Title,FollowingRedFontisDescription/Explanation) Intro/IceBreaker Namesomethinginanofficesettingthatdescribeswhoyouareexplain(pencil,copier,etc).{Getspeopleacquaintedwithoneanother} FreeWritingHaveparticipantsdoananonymousfreewritingontheproblemsorissues theywantchangedintheirworkplace.askfornotecardslistingitemstheyarewillingto share&readoffafewtoshowrepeatedthemesandtherangeofissues. Fun/HumorActivity (Teamwork&Teambuilding) Gettingpeopletorealizeand becomeawarethatthereismoretodothanthoseactionsexpressedintheirownideas. Useteamactivityasbasisforbrainstormingsessionthatwillfollow. Brainstorming gatheringinformationfromthegroupaboutaspecifiedtopictoputitin frontofthemandtomakesurethateveryoneisonthesamepage. 30

37 Clusteringtheideas Organizingtheinformationgatheredfromthebrainstorming sessionintocommonalities,etc Naming givingclustersanameafterorganizingtheinformation. Theresultisa comprehensivepictureoftheorderedrelationshipsofallideasgeneratedinthe workshop(stanfield26). Resolving Conclusion Aftergivingclustersaname,confirmindividualsofthegroup s commitmenttomakingsurethateachoftheoutcomesorthingsdecidedonabovewill betakencareof.makesuretheyunderstandthattheclustertopicgrouptheyareinis responsibleformakingsurethosetasksaremetatmeetingsorfortheorganizationin general. Reflection(ReflectivePractice) FacilitatorleadsORID,DialogueorFocused Conversationsessiontoreflectontheworkshopandtogetfeedbackforfuture workshopsormeetings FurtherEvaluations Suggestionbox,Survey,theplus deltamethodorsomethingto takeforfurtherreflectionafterparticipantsleave. TheworkshopabovethatIhaveputtogetherbasedonmyindividuallearningfromCCT andfromstanfield sworkshop,takes3hoursintotaltodo.eachsectionshouldbegivenat 31

38 least20minutestobecompleted,andthereareatotalof9sections.thistimeframeisbased onasmallgroupofnomorethan15people.formorepeopleallowandplanformoretimefor eachsection. Fordialogueprocessesoranyinformationthatisexpressedthatisconfidential,I suggestthatthefacilitatorsoftheworkshopuseadisclosurestatementthatcanbesigned, acknowledgingthatinformationthatissharedintheworkshopshouldbekeptamongthose whoattend. Mygoalwhenproducingthisworkshopwasdesigningsomethingthatcanbeusedagain andagaintoaddressproblemsandissues.theideaistomakesurethateveryperson svoiceis beingheard,butalsotomakesurethateveryoneinanorganizationorgroupisonthesame page.changecanbedifficult,butthisworkshopisdesignedtomaketheprocessasawholeless painful.toensurethatmyworkshopisunderstood,belowisasampleworkshopprocessand howitwouldgoifiweretoconductthisworkshopinmyworkplace.becauseofthetimingof myproject,iwasnotabletophysicallydothisworkshopinmyworkplaceasofyet.however thatisoneofmynear futuregoals. 32

39 ExampleWorkshop Intro/IceBreaker Namesomethinginanofficesettingthatdescribeswhoyouare explain whatitisandhow/whyitrelatestoyou(pencil,copier,etc).thisgetspeopleacquaintedwith oneanother Freewriting Whatissueswouldyouliketoseeaddressedorwhatthingswouldyouliketosee changedinyourworkplace?thisgetsthemthinkingonwhattheywouldliketoseechanged andhelpsthemtohearwhatothersarethinking. Fun/HumorActivity TheIsland(teamwork&teambuilding) Havethegroupimaginethat theyarestrandedonadesertedislandwithnoescape.howwilltheysurvive,getfood,water, shelter,etc?havethemcollaborateandcomeupwithideasonhowtosolvethisissue.theidea isgettingpeopletorealizeandbecomeawarethatthereismoretodothanthoseactions expressedintheirownideas.theybecomebetterlistenersandworkbetterwithotherstoget thingsdone).usetheteamactivityasthebasisforthebrainstormingsessionthatwillfollow. Brainstorm Nowtakeoneoftheproblemsmentionedinthefreewriteandhavethegroup applythatproblemtotheirdiscussion.theideaistohavethemspeakfreelyandlistentoother ideasthesamewaytheydidintheislandactivity. Clustering Lookforcommonthreadsfromtheresponsesgiventofixtheproblem/s.Theycan dothisthroughvisualaids(charts,graphs,post its) 33

40 Example:(herearesomeresponsesthathavecomeoutofabrainstormingsessionwithmy marketingteamatwork.theresponseshavebeenclusteredintocommonthreadsandhave beengivensub headings/titles). Naming Puteveryoneinteamsundereachclustersub heading/title.duringourmarketing meetings,eachpersonintheclusterteamswillberesponsibleforthedutieswithineachcluster sub heading/title. Resolving Conclusion.Confirmsthegroup scommitmenttotheirclusterteam.makesurethey understandthattheclustertopicgrouptheyareinisresponsibleformakingsurethosetasks areaccomplishedatmeetings.encouragetheclustertopicgroupstousecreativity(personalize theirduties). Reflection FacilitatorleadsORID(Objective,Reflective,Interpretive,andDecisional),dialogue sessionorfocusedconversationsessiontoreflectontheworkshopandtogetfeedbackfor 34

41 futureworkshopsormeetings.askleadingquestionstoelicitspecificfeedbacktoidentify whattheparticipantstookawayfromtheworkshop,whatskillstheywillcontinuetouse,and whattheworkshopcoulddotoimprove. Evaluation Suggestionbox,survey,etc. Summary Iwantmyworkshoptobeafun,interactiveinformationallearningenvironment.Iwant theparticipantsinmyworkshoptobeabletocomeandworkouttheissuesorproblemswithin theorganizationinafunjudgment freeatmosphere.insomeplaces,thisistheonlyway progresswillbeabletobemadeorgetcompleted.goingovertheissuesorproblemathand andfindinganunderstandingorcommongroundonhowtomoveforwardiskeytosuccess.i believethattheemployeeswillappreciatethisandmoralewillstarttoimprove. TheCCTtoolsthathavebeenincorporatedintotheworkshoparetoolsthatparticipants canadoptanduseintheirdailytasksifpresentedcorrectlywithaclearunderstanding.once thereisanunderstandingoftheworkshopasawhole,includingccttechniquesandprocesses, thentheworkshophasdoneitspartinmovingpeopleonaroadtoworkingtogetherinorderto achievesuccess. 35

42 CHAPTER9 INTEGRATIONOFCCTINTOIMCPROCEDURE&FUTURESTEPS ThischaptershowsthecurrentICSIMCprocedure.Mygoalistoillustrateaneven betterfinalproductbyintegratingcertainccttools,whichcanenhancetheprocess.although theprocessiseffectiveasis,ibelievethattheicsmarketingteamcanproduceevengreater resultsoncetheccttechniquesareintegrated.belowisthecurrentimcprocedureatics.the CCTtechniquesthatIhaveintegratedareinredfont. ICSIMCProcedure 1.Teamshouldparticipateinafreewritingexercisesoideas,thoughtsorconcernsare writtenoutandcanbeusedasawaytoorganizeinitialthoughtsandgoalsofthe project. 2.Prepareamissionstatement.Themissionstatementclearlydescribesthenatureof thebusiness,servicesoffered,andmarketsserved. 3.Listanddescribetargetornichemarkets.Inthissection,listanddescribepotential groupsofusersorclients.aftercreatingalist,thenextstepistoidentifyvarious segmentsofamarket. 4.Getmarketingteamtopostideasfromthelistgeneratedon ideas boardundertopic headings.thisisawayofclusteringandorganizingeveryone sthoughtstosee 36

43 commonalities/similaritiesanddifferences.thisisanotherwayofmakingsureeveryone isonthesamepage. 5.Describeyourservices.Inventorytheserviceswecurrentlyofferandidentifynew servicesyouwishtoprovide.determinewhatitwilltaketoprovidetheseservicesin termsofstaff,expertise,andcosts. 6.Conductabrainstormingsession.Thissessionshouldhelptogeneratenewideasand initiatives.thepurposeistomakesurethateveryoneintheteamhasachanceto collaborateandofferideas.alsothisisanoutletfornewinnovativeandcreativeideas. 7.Spelloutmarketingandpromotionalstrategies.Variousstrategiesworkbetterfor differenttargets.thekeyforsuccessfulmarketingisunderstandingwhatmakes someonewanttouseorbuyservicesandwhattypeofmarketingstrategytheyrespond to(thisrequiresresearchonneeds,problems,industrytrends,andbuzzwords). 8.Identifyandunderstandthecompetition.Aspartofthemarketplanningprocess,itis requiredoficsemployeestolearnaboutourcompetitorsandhowtopositionusin relationtothem. 9.Establishmarketinggoalsthatarequantifiable.Marketinggoalscanincludesetting thenumberofnewclientsyouwouldliketoacquire,thenumberofpeopleyouwould liketoreach,ortheamountofincomeyouwouldliketogenerate.berealisticand 37

44 practicalinestablishingyourgoals. 10.Monitoryourresultscarefully.Bymonitoringresults,youdeterminewhichofyour marketingstrategiesareworkingandwhicharenot. 11.Evaluation Asyoumonitoryourresults,besuretoconductsometypeofevaluation tomeasuretheoutcome.theevaluationmethodandtargetyouwouldliketoconduct theevaluationondependsontheproject.thepurposeistogetfeedbackonwhat workedwellandwhatdidnot,andtodevelopideasforfutureprojects. 12.ORIDandReflectiveConversationsshouldbeusedtoestablishafutureplan. Withoutthesereflectiontools,therewouldbenounderstandingoftheprojectandthe processasawhole. AsImentionedpreviously,Ihavenotbeenabletoimplementtheprocedurewithinmy workplace,asofyet.howeverthatisagoalthatihopetoattaininthenearfuture.ihopetobe abletointroducetheprocedureduringmyworkshoptomymarketingteamtogetfeedbackon whetherit ssomethingtheyfinduseful.ihopetogetfeedbackonwhetherornottheysee themselvesincorporatingtheseccttoolsonaregularbasisduringmarketingprojects. BringingthepiecesofthecurrentprocedureandtheCCTtoolsIwishtointegrate createsamoreproductiveprocessfortheteamtofollowinordertoachievehigherresults. 38

45 ThroughtheevaluationsandothertoolsthatIhaveincorporated,mygoalistoallowmoretime forconversation,discussion,reflectionandfeedbacksothatcommunicationamongthepeople inthemarketingteamisenhancedtoensurethateveryoneisonthesamepageinorderto moveforwardcollectively. 39

46 CHAPTER10 FUTURESTEPS IbelievethatCCTprovedtobeveryhelpfulinhelpingmetodevelopaplanofactionfor changingicsmarketingmeetingsandprocedure.theresultmodelshowtoeffectively incorporatecctmethodsintoabusinesssettingtoinitiateorganizationalchange.ifiamable toimplementmyworkshopinmyworkplaceformymarketingteam,ibelievethatthe meetingswillbemoreeffective.peoplewillwanttoattendthemeetingsandwillhaveamore positivemoralebecausetheywillbeabletohaveavoice,participateinteambuildingactivities, andhavetimetoreflectasateamonwhateverprojectthathasended.byreflectingasateam, newgoalsandprojectswillbedevelopedandeveryonewillbeonthesamepage. AlthoughIwasnotabletodomyworkshopinmyworkplaceyet,Idon tplantoputmy goalsonwheretheteamcanaspiretogoatastandstill.ihavebeguntoestablisha constituencyandihopetogetpeopleonboardtoactuallymoveourideasintoactions. ReflectingbackonmyjourneyintheCCTprogramasawhole,therearemanythings thatiwouldkeepthesameinmyprocessthatidescribebelow.howevertherearesomeother thingsthatiwoulddodifferentlyifihadtheopportunitytodothingsover.thefirstthingthati canthinkofthatiwouldchangeistotakefewercoursesatthesametime.iwishihadthetime andfewerconstraintsinmylifetoindulgemyselfmoreintheprogram.iwouldhavedonethis 40

47 byputtingmoretimeinto1 2coursesandhadmoretimetoconnectmorewiththematerialin thecctprogramandlearnevenmoreinformation.becausetherearesomanyfascinating thingstolearnaboutincct,thisisoneofthethingsthatifeelwouldhaveenhancedmy learningexperience. AnotheraspectthatIbelieveneedsmoredevelopment,whichtiesintotheconstraints inmylifeaswell,isnotbeingabletoattendmanycctevents.myfirstfewsemestersincct, myworkschedulewasverydemanding;thereforeididnotparticipateinmanyactivities outsidemycourseseachsemester.duringmylastsemesterinthecctprogram,itookthe ReflectivePracticecourse,whichrequiredmetoattendCCTeventsastheactualcoursetime. Thiswasagreatexperienceforme!NotonlydidImeetmorepeopleintheprogram,butIhad achancetolearnmoreaboutoneofthemostimportantccttools,reflectivepractice. ReflectionbecameabigpartofmyCCTexperienceandmysynthesisprojectasawhole. AlthoughbothexamplesofwhatIfeltneededdevelopmentinmyCCTexperienceasa wholetieintomypersonallife,ifeelthatthesecanbeadaptedtofuturecctstudents.iwould suggesttootherscomingintotheprogramtotaketheirtimewhentakingcoursestoensure theyaregettingasmuchastheycanoutofthemandtomakesuretobeanactiveparticipant inthecctevents.theeventsareatremendouspartofone sgrowthinthecctprogram.the 41

48 purposeoftheeventsistoconnectpastandpresentcctstudentstobuildacommunity,but alsotoensurelife longlearning. SomethingsthatworkedwellformeduringmyjourneyintheCCTprogramarelearning toolsthaticanusenotonlyinmyworkplace,butinmypersonallifeaswell.iappreciatedthe smallclasssizesintheprogram.itgavemeanopportunitytoconnectonacloserlevelwithmy professorsandclassmates.inaway,itfeelslikeweareacctfamily.thisissomethingthati enjoyed,andifeelthatbecauseofmyexperienceinthecctprogramihavegrowninsomany ways. FuturestepsIwanttoachieve: 1. Havingtheopportunitytotestoutmyworkshopandrevisedprocedureinmyworkplace (ThismayhappenverysoonsinceIhavepeopleonboardwithmyideasandtheyare verysupportive.) 2. HavingthemarketingteamadoptmyworkshopandprocedureaswellastheCCT techniquesthatareimportanttome(whichwillbebeneficialforthewholeteamas well). 3. Implementingthechangeandstickingtoit. 4. Continuingtopracticehumorandteambuildingactivitiestokeepmeetingsfunforallas wellastokeepmoralehigh. 42

49 5. Doingconsistentevaluationandusingreflectivepracticetoolstogetfeedbackandmake changesifnecessary. 43

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