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Today’s perception of management coaching and team development in the outdoors has changed. The old image of military style humiliation and dirty tricks has, thankfully, given way to a more positive person centered approach.
By using the principle of challenge and support in a carefully managed and safe environment, a skillful coach can highlight issues from the workplace and put in place a process of discussion, experimentation and learning that will develop the team and the individuals within it.
Challenge and Support
Today’s workforces are expected to perform, to achieve targets and generate the motivation necessary to give them the market edge. As a consequence today’s managers are required to be dynamic, set realistic targets that will motivate and stimulate their team and to be in touch with emerging needs and issues.
This process is a careful balance between setting the optimum degree of challenge and providing an appropriate level of support. As an ongoing process, the manager needs to be able to relate to his or her team, adapt to change and maintain a clear direction and shared vision throughout the organisation.
Through business simulation programmes we aim to replicate these issues so that principles of management and team dynamics can be explained, practiced, evaluated and, most importantly, reapplied back to the workplace.
The outdoors offers a safe and manageable environment as the basis for setting challenges and offering support. Removed from the workplace, employees are free to experiment, to discuss and develop ideas. Business simulations utilising a variety of outdoor tasks and activities enable us and, if required, your own trainers to demonstrate principles of management and team dynamics.
Where can this fit in with your organisation?
Each organisation is different. That is why courses need to be flexible to your team’s requirements. At The Parkwood Management Centre we will discuss your needs with you and develop a relevant and progressive programme for your team.
The diagram below illustrates one way of viewing how groups develop. After the initial stage of development, productivity goes up as good practice is developed and internalised. Teams often reach a peak of performance followed by a period of decay; staff turnover, retraining, market development, etc.
Rather than allowing decay to progress and become disruptive the team needs to re-evaluate and implement change.
Where could your team be within this model? How can the process of re-performing be made painless?
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