Catalogue of WPR Courses
Mastering Workplace Relationships (WPRs)
Catalogue of Courses
Mastering Workplace Relationships (WPRs)
WRF-000: The Workplace Relationship Foundation (WRF)
Module WRF-000: Why Bother with WPRs?
Module WRF-001: Introduction to Professional Relationships at Work
Module WRF-002: The Psychology of WPRs and Existential Hunger
Module WRF-003: Type One Existential Hunger & the Formation of WPRs
Module WRF-004: Type Two Existential Hunger and the Formation of WPRs
Module WRF-005: Type Three Existential Hunger and the Formation of WPRs
Module WRF-006: Type Four Existential Hunger and the Formation of WPRs
Module WRF-007: Relationships, Human Identity, and Your Workplace
Module WRF-008: Relationships and Human Virtue in the Workplace
Module WRF-009: Understanding the Character of WPRs
Module WRF-010: Disciplined Perspectives on WPRs
Module WRF-011: Mastering the Art of Enjoying Prudent WPRs
Module WRF-012: Mastering the Activities of WPRs
Module WRF-013: Realizing the Benefits of WPRs
Module WRF-014: Succeeding with WPR Presentations
HAS-100: Describing Workplace Relationships (WPRs)
Module HAS-100: Important Descriptions in WPRs
Module HAS-101: WPRs as Human Activity Systems (HAS)
Module HAS-102: Types of Human Activity Systems and Existential Hunger
Module HAS-103: Design Inquiry into WPRs
Module HAS-104: The Architecture of WPR Design
Module HAS-105: Identifying the WPR-Human Systems Continuum for Career Management
MWR-200: Managing Workplace Relationships (WPRs)
Module MWR-200: Understanding the Preconditions to Forming WPRs
Module MWR-201: Strengthening the Desire for Relationship Success in the Workplace
Module MWR-202: Mastering the WPR Problem-Solving Process
Module MWR-203: Mastering the WPR Decision-Making Process
Module MWR-204: Stress of Workmates in the WPR Decision-Making Process
Module MWR-205: Mastering the Art of Communicating in WPRs
Module MWR-206: Mastering Discussions among the Members of WPRs
Module MWR-207: Defining and Implementing WPR Standards of Performance
Module MWR-208: Developing Effective Members of WPRs
Module MWR-209: Using Your Expertise to Produce Effective WPRs
Module MWR-210: Influence in WPRs?
Module MWR-211: Mastering the Art of Influencing WPR Members
Module MWR-212: Enhancing Your Potency as a Person of influence
Module MWR-213: Managing Upward to Gain the Support of Higher Authority
Module MWR-214: Managing the Resistance of WPR Members
WRC-300: Reducing Conflict in Workplace Relationships
Module WRC-300: Understanding the Harmony of WPRs
Module WRC-301: Defusing the Conflict among WPRs
Module WRC-302: Inadequate Conflict Resolutions, Processes, and Procedures of WPRs
Module WRC-303: Understanding the Strategic Motivators of WPR Conflict Escalation
Module WRC-304: Understanding the Psychological Motivators of WPR Conflict Escalation
Module WRC-305: Resolving Inter-WPR Conflict, Part One
Module WRC-306: Resolving Inter-WPR Conflict, Part Two
Module WRC-307: Resolving Inter-WPR Conflict, Part Three
Module WRC-308: Resolving Severe and Continuing Conflict, Part One
Module WRC-309: Resolving Severe and Continuing Conflict, Part Two
Module WRC-310: Managing Disagreements among WPRs Members
Module WRC-311: Surviving the Uncomfortable WPR
Module WRC-312 Changing Minds in WPRs
Module WRC-313: The Value of Preparation in Realigning WPRs
WRL-400: Leading Workplace Relationships
Module WRL-400: Fundamentals of High-Impact Relationships
Module WRL-401: Mastering the Psychological Fundamentals of High-Impact WPRs
Module WRL-402: Important Relationship Skills
Module WRL-403: The Art of Relationship Initiation in Management
Module WRL-404: Purposive or Purposeful Relationships?
Module WRL-405: Attaining Workplace Relationship Results
WRCC-500: Core Competencies of Workplace Relationships
Module WRCC-500: Introduction to the Core Competencies of Successful WPRs
Module WRCC-501: Mastering the Core Competencies of Successful WPRs
Module WRCC-502: Employ the WPR to Build the Core Competencies of WPR Members
Module WRCC-503: Critical Success Factor (CSF) Models for WPRs
Module WRCC-504: Critical Success Factor Models (CSFM) for Innovation & Change in WPRs
Module WRCC-505: Designing WPRs for Effective Innovation & Change
WPRC-600: Leading for Workplace Relationships Success
Module WPRC-600: Mastering the WPR Models for Targeted Leadership
Module WPRC-601: Mastering the Intuitive Theories of Leadership
Module WPRC-602: Using Leadership to Uncover the Beliefs and Values Continuum of Effective WPRs
Module WPRC-603: Using Leadership to Ignite the Transformation of WPR Performance
Module WPRC-604: Initiating the Motivation Design Process for Leadership Success in WPRs
Module WPRC-605: Leveraging the Value of Resonance to Achieving WPR Leadership Cooperation
Module WPRC-606: Using WPR Leadership to Clarify the Minds of WPR Managers and Team Members
Module WPRC-607: Using WPR Leadership to Raise Interest Levels
Module WPRC-608: Using WPR Leadership to Defuse Passive-Aggressive Behavior
Module WPRC-609: Using WPR Leadership to Overcome Continual Lateness
Module WPRC-610: Using WPR Leadership to Overcome Prejudice
Module WPRC-611: Employing Leadership to Build WPR Commitment
Module WPRC-612: Motivating WPRs through Targeted WPR Leadership
Module WPRC-613: Employing WPR Leadership to Change Emotional States within the WPR
Module WPRC-614: Using WPR Leadership to Build Authentic Self-Esteem
Module WPRC-615: Using WPR Leadership to Eliminate the Self-Destruction of WPRs
Module WPRC-616: Using WPR Leadership to Defuse the Chronic Complainer
Module WPRC-617: Using WPR Leadership to Change the Self-Image of WPR Members
Module WPRC-618: Applying WPR Leadership to Energize WPR Team Members
Module WPRC-619: Leveraging WPR Leadership to Return to the Basics of High-Impact WPR
Module WPRC-620: Using WPR Leadership to Understand Your Client
Module WPRC-621: Using WPR Leadership to Attain Client Trust and Confidence
Module WPRC-622: Using WPR Leadership to Master the Decision Making Process of WPRs
Module WPRC-623: Using WPR Leadership to Master the Art of Persuasion
Module WPRC-624: Using WPR Leadership to Master the Action Levers of WPR Change
Module WPRC-625: Using WPR Leadership to Clarify External Expectations
Module WPRC-625: Using WPR Leadership to Clarify Minds
Module WPRC-626: Using WPR Leadership to Understanding Leader’s Expectations
WPC-700: Leadership to Build the Character of Workplace Relationships
Module WPC-700: WPR Leadership to Establish Shared Objectives
Module WPC-701: Building WPR Loyalty through Leadership
Module WPC-703: Building WPR Assertiveness through Leadership
Module WPC-704: Building the Prudence of WPRs through Leadership
Module WPC-705: Building Communications Skills through WPR Leadership
Module WPC-706: Building Social Skills through WPR Leadership
Module WPC-707: Building Generosity through WPR Leadership
Module WPC-708: Overcoming Irrational Guilt through WPC Leadership
Module WPC-709: Building Self-Responsibility through WPR Leadership
Module WPC-710: Improving Emotional Life through WPR Leadership
Module WPC-711: Establishing Team Respect through WPR Leadershi
Module WPC-712: Acknowledging Faults through WPR Leadership
Module WPC-713: Conquering Anger through WPR Leadership
WPC-800: Ethics, Law, and Justice in Workplace Relationships
Module WPELJ-800: Facing the Ethical and Legal Issues of WPRs
Module WPELJ-801: Navigating the Pitfalls and Tar-Pits of a WPR Code of Conduct
Module WPELJ-802: Overcoming the WPR Group-Think Tragedy through Social Justice
Module WPELJ-803: Achieving WPR Consistency in Thought and Action to Build WPR Success
Module WPELJ-804: Fulfilling Fiduciary Responsibilities of the Organization as a Member of WPRs
Module WPELJ-805: Managing Information Resources, Technologies, and Plans in WPRs
Module WPELJ-806: Assessing the WPR’s Potential to Remain Relevant
WRLD-900: Leadership and Team Dynamics in Workplace Relationships
Module WRLD-900: Mobilizing the WPR for Leading Edge Innovation and Change
Module WRLD-901: Guiding the WPR Leadership Process to Effective Outcomes
Module WRLD-902: Climbing the Mountain to Effective Team Leadership
Module WRLD-903: Infusing the WPR Life-Cycle with Personal Wisdom
Module WRLD-904: Escaping Your Dreams by Establishing a WPR Leadership Vision
Module WRLD-905: Seizing the Anomaly within the WPR to Leapfrog the External Competitor
Module WRLD-906: Thinking Big in the 21st Century as an Evolutionary Leader
Module WRLD-907: Capturing the Really Big Chance through Agency Theory
Module WRLD-908: Cleaning Out the Attic by Moving Beyond Old Strategic Thinking
WRD-1000: Diversity and Globalization in Workplace Relationships
Module WRD-1000: Navigating the Storm of Globalization to a Safe Harbor
Module WRD-1001: Finding Enrichment in the Culturally Diverse WPRs
Module WRD-1002: Refining the Personal Strategic Vision to Transform WPR Diversity
WRG-1100: Management and Governance of Workplace Relationships
Module WRG-1100: Governing Leading WPRs in a Turbulent Environment
Module WRG-1101: Planning the Succession of Management in WPRs
Module WRG-1102: Leveraging Leadership as the Foundation of WPR Great Governance
Module WRG-1103: Reaping What We Sow or Sowing the Basics to Reap WPR Success
Module WRG-1104: Mapping the Road to WPR Reality
Module WRG-1105: Chartering the Course to Empower WPRs
Module WRG-1106: Breaking the Performance Behavior through Ultimate WPR Governance
WRCD-1200: Workplace Relationship Coaching Development
Module WRCD-1200: Using WPR Leadership to Enjoy the Spiritual Approach to Life
Module WRCD-1201: Designing Your Personal Career Self-Renewal Program
Module WRCD-1202: Attaining Ulthule Excellence in WPRs
Module WRCD-1203: Achieving Great WPR Performance through WPR Leadership Excellence
Module WRCD-1204: Understanding the Intelligences of WPR Leadership
Module WRCD-1205: Realizing the Gentleness of Your WPR
Module WRCD-1206: Living the Gentle Life for Potent WPR Leadership
Module WRCD-1207: Making the Right Decisions for Enhanced WPR Leadership Results
WRCH-1300: Communal Humanity and Workplace Relationships
Module WRCH-1300: The Virtue of Gentleness in WPRs
Module WRCH-1301: Authentic Gentleness as the Foundation of Enjoyable WPRs
Module WRCH: 1302: Entering into Gentle WPRs
Mastering Workplace Relationships (WPRs)
Course Descriptions
WRF-000: THE WORKPLACE RELATIONSHIP FOUNDATION (WPRF)
Module WRF-000: Why Bother with WPRs?
People form WPRs everywhere. WPRs are obvious in every occupation, from athletics to sales. Building WPRs is the fundamental activity of successful leaders and the people who follow them. Whether you are in government, business, or non-profit organizations, if you are a human being, you participate in relationship building probably more than you realize. This Course examines WPR building as a professional obligation by questioning the relationship rationale.
Leaders learn to answer a range of seminal questions including: What is in it for you and what is in it for the other person in the relationship? Why would you enter a relationship with a specific colleague and why would someone want to enter a WPR with you? Can you really speak for the other person?
Module WRF-001: Introduction to Professional Relationships at Work
Everyone in the workplace forms relationships, intentionally or otherwise. People have been doing this for many centuries. Some people are very good at navigating these relationships to good outcomes. Since WPRs are so much a part of human life, why this Program? The answer is just as obvious: Because they are so much a part of human life people need all the help they can get to make their WPRs be productive. This Course offers new answers to some very ancient and old questions.
Leaders learn to form potent WPRs that are enjoyable and meet the needs of the individuals who have come together to achieve expected organization outcomes.
Module WRF-002: The Psychology of WPRs and Existential Hunger, a Framework for Understanding
WPRs are social groups. Participation in WPRs emerges from the psychology of human beings. Unknown to most people, WPRs have their roots in childhood and require considerable Relational Self-Reflection to bring them into adulthood. Because each person is different, each person responds uniquely to love and criticism in WPRs. This Course examines the role that the Psychology of Emotions plays in the life-cycle of WPRs.
Leaders explore the core influencers of life and their impact on the development of WPRs. Leaders further explore the kinds of WPRs using the psychological model of emotional development as a framework for an Architecture of WPRs.
Module WRF-003: Type One Existential Hunger & the Formation of WPRs
Relationships are a psycho-sociological phenomenon. They emerge from the human desire for emotional and intellectual connectivity. Human beings are driven to connect with one another for many important reasons, selfish and unselfish reasons. This Course examines the types of WPRs that Type One Existential Hunger generates.
Leaders examine the Self-Centered, Objective and Manipulative WPRs. They learn how to read the signs of Type One Existential Hunger. Leaders learn how to manage the Type One Relationship to protect their careers.
Module WRF-004: Type Two Existential Hunger and the Formation of WPRs
Type Two Existential Hunger raises the bar of workplace expectations. Relationships at this level of engagement are goal-centered and team oriented. They are functional relationships that most often focus on producing project goals. This Course explores the difference between Types One and Two Existential Hunger.
Leaders examine the nature of Functional Relationships. Leaders learn how to enjoy them to the extent permitted by their organization perspective.
Module WRF-005: Type Three Existential Hunger and the Formation of WPRs
Type Three Existential Hunger raises the bar even more on workplace expectations. WPRs that emerge from Type Three Existential Hunger are extremely rare. People in this type of relationship enjoy it more than their managers do because they are highly individualized in their formation. WPRs that emerge from Type Three Existential Hunger are transcendent in nature. They demand a deeper level of satisfaction than is possible on most workplace projects. This Course examines the nature of “Transcendent Hunger” and it place in WPRs.
Leaders examine the problem of Personal and Religious Relationships in the workplace. They learn how to “appropriately” and “inappropriately” form and celebrate these types of WPRs.
Module WRF-006: Type Four Existential Hunger and the Formation of WPRs
Type Four Existential Hunger is uncommon in the competitive workplace for obvious reasons. The level of Existential Hunger mostly exists in those special environments where competitive drive is replaced with service oriented social goals. This Course explores the types of WPRs that emerge from this type of Existential Hunger.
Leaders explore Religious, Self-Guided, and Evolutionary Relationships in which participants in this relationship focus on spiritual goals of transformation, transcendence, and evolutionary development. Leaders explore the nature of this kind of WPR and learn what it takes to enjoy it.
Module WRF-007: Relationships, Human Identity, and Your Workplace
All WPRs are deeply personal. When people tell you that “it’s not personal,” watch out. Beware of those who claim that very personal experiences are impersonal. WPRs put the participants at risk. They produce vulnerabilities that can hurt one’s career. This Course examines the emotional links between WPRs, human identify, and the workplace.
Leaders learn that people experiencing Type Three Existential Hunger are beyond people. This can be good or bad. Leaders explore the transpersonal nature of some WPRs and assists clients in avoiding the problems associated with workplace specific Distorted Personal Relationships. Leaders also examines the link between WPRs and professional satisfaction and raises the question about happiness at work through WPRs.
Module WRF-008: Relationships and Human Virtue in the Workplace
WPRs mirror the people who form them. Depending on the level of Existential Hunger that informs them, WPRs can lead to many great accomplishments or end up as dismal failures. Since people end up with the relationships they form, they should pay attention to the kind of values that inspire them. WPRs can be very inspiring or extremely corrupt. The depth of human virtue at play contributes to the conduct of the relationship. This Course raises the question of Human Virtue as a formative aspect of WPRs. There are virtuous relationships in life, why not enjoy one in the workplace?
Leaders explore the role of faith and reason in forming WPRs. Here Leaders consider the ascendency of reason and the decline of morals in WPRs. They seek answers to the questions that complicate the “Architecture of Human Relationships” by exploring the rational side of human relationships that often encourage the emergence of submissive workmates at the expense of creative individualism.
Module WRF-009: Understanding the Character of WPRs
WPRs reflect the character of the people in them. Sometimes people are very good at hiding their authentic character and are able to recruit people to participate with them through an appeal to faith. When they succeed in this, they habitually argue that faith is the superior kind of understanding, and little care about facts. There may be a place for this kind of behavior, but the workplace is not it. This Course examines the place of faith in the “Design Architecture of Relationships”.
Leaders explore the problem of faith in WPRs and the necessity to transform these into knowledge driven relationships. Leaders gain an in-depth understanding of the difference between the “Rationality Identity,” and the “Fideism Rationality” of WPRs and the impact of these how on the student’s career. Leaders also examine the problem of engaging in relationships with people of least resistance.
Module WRF-010: Disciplined Perspectives on WPRs
Everyone has a perspective about WPRs. It may be hidden or public. It may be actively formed or passively accepted, but it is there. There are people who prefer relationship with animals over people, and probably for good reason. Then there are people who would die to have any kind of relationship out of pure loneliness or isolation. Also there are people who have a burning desire to make a difference and contribute to the progression of their organizations. A wide variety of lie experiences have contributed to the formation of these personal perspectives on WPRs. This Course formally examines the various kinds of perspectives that impact WPRs.
Leaders examine ten of the most influential perspectives of WPRs that describe the sociological frameworks of most of the people we meet in the workplace. In this Course, Leaders examine the dominant perspectives of people at all levels in organizations, from interns to C.E.Os. Leaders explore the following perspectives to better understand the points-of-view that influence the behavior of their workmates and managers and to make better decision about the relationships they form at work: Non-Reductionist Perspectives, Balanced-Life Perspectives, Trustfulness in Perspective, Faith Beyond Reason Perspectives, Practical Knowledge Perspective, Logical Reasoning Perspective, Reason is Understanding Perspective, Rationality in Service of Fideism Perspective, Conceptual World Rationality Perspective, Superior Rationality Perspective, and the Fideistic Rationality Perspective (author’s term).
Module WRF-011: Mastering the Art of Enjoying Prudent WPRs
Every adult is responsible for forming and managing their own WPRs. By the time each human being enters the workplace, (s)he is expected to form WPRs that enhance team performance. As managers risk their careers on hiring you, place of risks and rewards. When things work out, the rewards are terrific; when they do not, life becomes miserable. Human beings live with their decisions. The results of certain career decisions can last a lifetime. Hopefully, the decisions are good ones. Generally, people who have mastered the art and skill of forming potent WPRs have mastered the virtue of Prudence. As managers prefer to hire and promote prudent employees, employees should prefer to work with prudent team mates because prudence is the substance of joyful WPRs.
This Course reminds Leaders that self-understanding is the foundation of potent WPRs. Our ancient ancestors have told us for centuries that self-knowledge is the beginning and end of all human wisdom. In this Course, Leaders learn why this is true. Leaders link virtue to WPRs by examining what it means to be prudent in the workplace. Also, Leaders learn how to form and enjoy prudent WPRs to enhance their professional performance.
Module WRF-012: Mastering the Activities of WPRs
You know what WPRs are, and you know a lot about the fundamentals of sound WPRs. However, do you really know what great WPRs do that lead to such great results? The “I do” of WPRs says it all. This Course explores the core activities of great WPRs and enables you to use some of these in your own WPRs.
Leaders are introduced to the two categories of activities of WPRs. They learn that such activities are intended to produce results for two environments: (1) internal WPR environment, and (2) external and larger environment that support the WPR. This is the supra system of the WPR.
Module WRF-013: Realizing the Benefits of WPRs
Forming WPRs offers many benefits. When adequately engaged, every member of the relationship benefit from the experience. The benefits of WPRs span a range of quantitative and qualitative benefits. While the qualitative benefits are often the most essential benefits of WPRs, the quantitative benefits drive the process for managers. They look at WPRs in terms of cost versus financial benefits. This Course explores the expectations of those in WPRs and examines the reality of the benefits one may achieve by participating in such relationships.
Leaders learn the role that management and team expectations play in realizing the benefits of WPRs. They learn ways of defining expectations that are realistic and acceptable to all members of the WPR. Leaders also examine ways to deliver benefits that are derived from the realistic expectations of the WPR and satisfy the requirements of management.
Module WRF-014: Succeeding with WPR Presentations
Since a single WPR can involve an entire organization, and involve very intimate issues of individual performance, the WPR receives many presentations designed to enhance the performance of sub-teams and individuals. This Course discusses a few of the factors that make WPR presentations successful.
Leaders study the most salient considerations that can make or break WRP presentations. Leaders design presentation to enhance performance at the individual and team levels.
HAS-100: DESCRIBING WORKPLACE RELATIONSHIPS (WPRs)
Module HAS-100: Important Descriptions in WPRs
Medicine has its prescriptions, and relationship building has its descriptions. The former employs a hard systems approach, the later a human systems (soft system) approach. Relationship building requires us to describe relationships, problems, goals, and actions in fundamentally different ways than recommended by customary problem solving approaches employed in management science and practice. This Course explores the most important descriptions you need to make when forming WPRs to achieve the expected goals of professional performance, the performance one is paid to deliver.
Leaders explore the difference between definitions and descriptions of WPRs. They learn about the difference between traditional scientific investigations of social science and the paradigm shift represented by the systems approach. Leaders examine the different types of Human Activity Systems.
Module HAS-101: WPRs as Human Activity Systems (HAS)
The systems approach represents a major shift in scientific perspective. For here science moved from methods of reduction, simplification, measurement and prediction to expansion, complexification, transformation, and description. This Course introduces the central concepts of HASs and examines how these can be useful in describing the dynamics of WPRs.
Leaders learn about the environmental, structural, and behavioral models of WPRs. They learn how to apply these models in describing WPRs and design alternative WPRs to enhance personal effectiveness.
Module HAS-102: Types of Human Activity Systems and Existential Hunger
HASs exist along a relationship continuum from open to closed systems types. Teams may consist of several kinds of systems concurrently just as they consist of separate groupings of WPRs concurrently. This Course explores the challenge involved in managing the embeddedness of WPRs.
Leaders examine the performance implications for managers of the HAS workplace continuum. They learn how to match HAS type to workplace problem type.
Module HAS-103: Design Inquiry into WPRs
Design Inquiry is a disciplined method for constructing solutions to complex problems. WPRs generate a great number of complex problems. Many of these problems are more easily resolved when people employ descriptive methods to expand rather than reduce the components of the problem and the attributes of the proposed solution. This Course examines in detail a powerful approach to describing and designing more potent WPRs.
Leaders examine an organizing framework for engaging in HAS design grounded in the systems perspective. They explore the components and subsystems of WPRs. Describing the current problem, Leaders propose an improved design of the WPRs of the future. Leaders learn how to conceptualize the kind of high-order WPR they seek. They learn how to implement a plan that meets the goals of such an intended design.
Module HAS-104: The Architecture of WPR Design
WPRs form observable patterns in teams that managers can employ to enhance the performance of the organizations in which their teams are embedded. Collectively as human systems thinkers, we can refer to these patterns as the “Map of Relationship Stages”. This Course examines knowledge of HASs and Existential Hunger as the foundation for producing the student’s own Design Architecture of WPRs.
Leaders learn how to employ this Design Architecture to better understand the nature of their own WPRs and manage them more appropriately as their careers advance.
Module HAS-105: Identifying the WPR-Human Systems Continuum for Career Management
Working with people in WPRs requires a purposive perspective about Human Activity Systems (HAS). Human Activity Systems are purpose driven systems in which the components are human beings. These are quite different from the contrived systems or mechanical systems that are artifacts or creations of human systems. This Course examines the WPR continuum as a Human Activity System.
Leaders examine the design of WPRs from the perspective of their impact on the design of effective work strategies. Leaders explore the principle that WPRs must be appropriate to the problem type it is organized to solve. Leaders learn to apply concepts of HAS design inquiry to design effective WPRs that attain effective results.
MWR-200: Managing Workplace Relationships (WPRs)
Module MWR-200: Understanding the Preconditions to Forming WPRs
Many things have to come together to form a productive WPR. Why form the WPR in the first place? Given the constraints on time and resources in the workplace, an employee’s efforts at forming a relationship should be inspired by the desire to achieve something bigger than oneself. This Course examines reasons for forming WPRs.
Leaders examine attributes of a capable WPR. They also examine how the work environment impacts the formation of new WPRs. Here, Leaders learn about the poor environmental conditions that negatively impact WPRs and the fine art of using specialized relationships to improve the environmental situations. Finally, clients examine the link between short and long term organization goals and the types of relationships that can best meet these goals. Leaders learn how to match goals to relationship type and to manage the impact of Agency Theory on relationship success. The Course concludes assisting student in the defining a goal setting process for WPRs.
Module MWR-201: Strengthening the Desire for Relationship Success in the Workplace
WPRs emerge from the kind of Existential Hunger that drives them. This drive, then, ignites the desire people have to seek successful WPRs. The complicating factor in all of this is that people disagree on the meaning of relationship success. In some WPRs, one person’s success is another person’s failure. This Course explores the problem of defining and identifying appropriate desires for relationship success in the workplace.
Leaderslearn about the attractors and effects of relationship goals (as desires) for successful WPRs. Since desires are not actions, and actions must be satisfying, clients learn to design an atmosphere of commitment to the goals (as desires) for the success of WPRs. Leaders learn to inspire other people to act by making the potential for goal attainment more attractive and finding ways to enhance the desire for WPR success.
Module MWR-202: Mastering the WPR Problem-Solving Process
Every WPR needs a problem-solving process that keeps it on the reliability path forward, that is, on track. In many instances the WPR uses an informal and intuitive process that keeps things on track. Unfortunately since WPRs are marked by many counterintuitive situations, a large number of WPR problems require much more than an apparently “seat of the pants” method for working things out. This Course examines the sometimes painful challenge of problem solving in WPRs.
Leaders learn how to describe a problem by using special techniques of HAS problem solving. Using the CATWOE model, they learn how to proactively identify potential problems before they become real problems. Leaders learn that in the workplace proactivity is far better than reactivity.
Module MWR-203: Mastering the WPR Decision-Making Process
People in WPRs make a number of decisions that keep things on track. While many of these decisions are in response to the more common and uncritical issues of day-to-day business operations like setting the time of meetings, other decisions concern very complicated matters that impact the direction of one’s career or the effectiveness of the WPR. This Course examines the decision-making process in WPRs.
Leaders explore the ingredients that lead to “good enough” answers and consider whether WPRs can ever achieve the best answer to their challenges. Recognizing the constraints of effective decision-making, Leaders also examine the process employed by WPRs in implementing their decisions.
Module MWR-204: Stress of Workmates in the WPR Decision-Making Process
Some people enjoy making decisions. They thrive on it. Other people rather not get involved. They are uncomfortable with decision-making and prefer to leave that to others. Sometimes people rather not have decisions made at all. For them decisions mean change, and change creates discomfort. When these people come together in WPRs, they produce stressful situations that create an atmosphere of mistrust. These WPRs have weak political structures that enable the decision-makers to subjugate the followers. This Course explores the problem of stress in WPRs and what it means to people in these relationships.
Leaders examine the characteristics and conditions leading to stress-filled WPRs including: Minority Suppression, Suppression of Dissent, External Criticism, Tenure of WPR Members, Competence of WPR Members, and Power of Members in WPRs.
Module MWR-205: Mastering the Art of Communicating in WPRs
Communicating well is a core competency for people in WPRs. If you want to do well in your career, master the art of communicating well. Poor communicators usually get poor results. This Course explores the art of communicating well in the workplace. This is much more than a course about business communications. It is a course about relationships in the wider-environment-of-interest. This is a course on how to be heard by the people who make a difference in your WPRs and how to get the results you need to progress in your career by delivery results that are noticed.
Leaders learn about ad hoc and random communications, the art of initiating communications, and direction in the flow of potent versus weak communications.
Module MWR-206: Mastering Discussions among the Members of WPRs
Participation is the secret of personal success in WPRs. You can never be genuinely successful by remaining invisible in the WPRs you join. All you need do is join in the discussions in a relevant way. This Course enhances the art of communicating among members of the WPR in all directions.
Leaders learn how to master the art of conversation in WPRs. They learn methods that enable the participation of all WPR members. Leaders learn to overcome their own reluctance to participate in the discussions and how to facilitate the participation of the fringe members of the WPR. They learn ways to overcome the lack of ideas that hinder WPR progress to goals and eliminate the WPR conditions that inhibit the participation of members of the WPR.
Module MWR-207: Defining and Implementing WPR Standards of Performance
Potent WPRs are guided by standards of behavior that enhance the effectiveness of those who participate in the WPR. These standards may be formal or implied. They may be temporary and project specific or form a permanent aspect of the WPR. This Course examines the substance and nature of WPR standards of performance.
Leaders discuss the use of standards in support of WPR customs, values, and goals. They examine the practical and impractical implications of standards. Leaders further examine the wider consequences of WPR standards and how to limit the damage of standards which can be considerable. Finally, Leaders learn how to manage the opposition to WPR standards and enforce those standards that require enforcing.
Module MWR-208: Developing Effective Members of WPRs
When WPRs form, no one wants to be an ineffective contributor. How can we ensure that every WPR member contributes to the success of the WPR? This Course examines the challenge of developing and maintaining effective WPRs.
Leaders learn how to empower their WPR members as they enhance their own personal power. Student learn about the art of building influence and the dangers of rewards and
the use of coercive behavior.
Module MWR-209: Using Your Expertise to Produce Effective WPRs
It is great to be smart as long as you are not too smart. No one likes a “know it all”, even a know it all. This is especially true in WPRs. This Course considers the problem of using your expertise without using too much expertise.
Leaders examine the challenge of winning others over. They examine several approaches that develop an attitude of inclusivity rather than mere expertise. These include: The art of sharing core values, providing and sharing information, and the practice of enhancing the WPR environment.
Module MWR-210: Influence in WPRs?
Influence is valuable. People have tried to sell it. Politicians have gone to prison for it. In professional life influence can be important in moving plans forward. Everyone understands that leadership evaporates without influence. This Course examines the art of influence and what it means to the success of the WPR.
Leaders examine the art of influence by finding answers to few sensitive questions about influence: Can we actually influence other people? Some people think not. More importantly, why does anyone want to influence other people? What is an appropriate influence model? What is an inappropriate influence model? Leaders also gain a broader understanding of the effects of being powerful and what it can mean in the future: Todays hero is tomorrow’s failure. Leaders explore the value of personal potency and the influence of personal power.
Module MWR-211: Mastering the Art of Influencing WPR Members
Frequently, influence emerges from achieving a record of success. If the influence is based on results, it opens opportunities for even more success. This Course moves from a consideration of influence as a skill to the art of influencing WPR members.
Leaders learn the techniques of influencing WPR members. They examine the necessity of presenting information and how to move other persons from interest to action. Leaders examine influence has in introducing change and gaining buy-in of people for a change process. They examine how to use influence to build support and alliances for change.
Module MWR-212: Enhancing Your Potency as a Person of influence
Potency refers to one’s emotional strengths and capacities. Influential persons are expected to be personally potent individuals. While one’s span of influence can enhance potency because of the sense of well-being that it creates, potency is not an enduring capacity. Influential people must continually enhance and nurture their potency to remain influential. This Course examines the challenge faced by influential people in enhancing personal potency.
Leaders learn how to enhance their potency by mastering the methods that unleash the freedom of people in WPRs to choose change. Leaders learn how to overcome WPR opposition and reduce resistance by mastering the methods that offer external incentives for change. Additionally, in coming to understand the conditions that reduce their effectiveness as change agents, Leaders learn how to manage the influence of WPR members.
Module MWR-213: Managing Upward to Gain the Support of Higher Authority
Managers can do less for their employee’s careers than the manager’s own manager can do. This Course discusses the art of managing upward to gain the support of higher authority whenever the immediate authority becomes a problem.
Leaders examine the uses of threatening behavior as they master the art of protecting themselves against WPR members and other persons who become a problem. Here Leaders discuss ways to overcome or merely manage the opposition they receive from WPR members.
Module MWR-214: Managing the Resistance of WPR Members
Resistance is a complex issue in WPRs. This Course examines resistance in WPRs and discusses ways of managing relationships that resist WPR progress.
Leaders explore resistance in-depth. They examine the different sides of resistance and the fact of sub-WPR resistance. Leaders learn how to share influence with other team members forming WPRs and define strategies for overcoming the effects of the influence game.
WRC-300: Conflict in Workplace Relationships
Module WRC-300: Understanding the Harmony of WPRs
Greek Philosophers spoke about the harmony in nature. There is wisdom in this. WPRs seem to be more effective when they work in harmony with the wider environment and among their own members. This Course examines the question of harmony in WPRs.
Leaders gain a more in-depth understanding of the value of WPR harmony in producing effective results. They learn how to fostering harmony by uncovering the sources of harmony and using these to improve overall WPR effectiveness.
Module WRC-301: Defusing the Conflict among WPRs
WPRs consist of two or more members. Even when the number of members is minimal, WPRs can fragment into at least two sub-teams. When the sub-teams work against each other, or stand in opposition to each other, they are in conflict. While some people think that conflict is normal and can represent a positive opportunity for new avenues of success, realistically, conflict represents a failure of human relations. As a strategy, conflict is a failure from its inception. This Course examines methods of defusing conflict before it gets out of control.
Leaders explore sub-team conflict as a failure of cooperation. They examine the motivators of sub-team conflict and explore the nature of sub-team conflict. Leaders examine the impact of irritation among members of WPRs. They also examine the damage that unclear and fuzzy role definitions and descriptions do to the success of WPRs.
Module WRC-302: Inadequate Conflict Resolutions, Processes, and Procedures of WPRs
Conflict resolution requires the mastery of specialized processes and procedures that are designed to eliminate the conditions that instigated the conflict. This Course examines the characteristics of inadequate conflict resolution processes and procedures and explores viable alternatives.
Leaders examine the role that the isolation of WPR members plays in conflict generation. They examine the nature of the unbalanced reward system that disadvantages entire sub-teams and the competitive attitudes that foster conflicts. Leaders also examine the emergency conditions and unplanned crises that escalate conflicts among WPRs.
Module WRC-303: Understanding the Strategic Motivators of WPR Conflict Escalation
WPR conflict is a bull in a china shop. It can go in any direction and leave a trail of damage that can be catastrophic. In WPRs certain people thrive on conflict. It energizes them and gives meaning to their lives. These people are strongly motivated to escalate a small disagreement into a major misunderstanding. Indeed, they are always searching for something to tear apart. This Course examines the motivators of conflict escalation from the perspective of strategies and behaviors rather than personalities.
Leadersexplore the types of behaviors that escalate conflicts. They examine sub-team resistance, revenge, retaliation, complaint escalation, and the problem of expanding polarization that results whenever managers look the other way so that people can work out their problems for themselves. In this regard, clients examine the problem of the kind of authority that is indifferent to conflict and the hostility this create in the WPR. Leaders also consider problems with inner-WPR loyalty and challenges associated with conflicts of culture. They examine the magnitude or importance of types of issue and what they do to generate conflict.
Module WRC-304: Understanding the Psychological Motivators of WPR Conflict Escalation
Very frequently, motivators of WPR conflict are fundamentally emotional or psychological. They occur as reactions to certain situations that become painful to several members of the WPR who know how to influence the attitude of other WPR members. This Course examines the motivators of WPR conflict from the emotional rather than strategic view.
Leaders examine the role of emotional dispositions as motivators of escalating conflict in WPRs. They also explore the challenge of forming WPRs with Non-Elite members and the impacts of inter-member violations on WPR goal achievement. Finally, Leaders examine the paradox of “useful conflicts” to determine when and if conflict is ever a positive behavior.
Module WRC-305: Resolving Inter-WPR Conflict, Part One
Conflict occurs among members within a single WPR or among members of other WPRs. While external WPR conflict is generally political and structural, inter-WPR conflict is most often personal, emotional, and more aggressively painful to WPR members. This Course examines the challenge of resolving conflict among members of a single WPR.
Leaders examine the process of inter-WPR conflict resolution beginning with the need to manage moderate inter-team disagreement as a formal management process that’s seeks to maintain positive inter-WPR performance. Leaders learn how to prepare for a conflict resolution meeting. They examine inter-team planning to inhibit two-sided resistance and learn how to hold discussions without creating an atmosphere of entrenched disagreement.
Module WRC-306: Resolving Inter-WPR Conflict, Part Two
Formal conflict resolution follows a specific life-cycle with a definable beginning, middle, and end. This Course examines the implementation cycle of the conflict resolution process. It focuses on the activities of the life-cycle that begin after the preparation activities.
Leaders learn how to appropriately encourage inter-WPR problem resolution. They examine the process of evaluating and negotiating the proposed solutions through bargaining. Leaders also consider ways of overcoming an impasse through the use of third-party facilitation. Here, clients examine the common conflict resolutions practices of Advisory Arbitration, Mini-Trial, and Binding Arbitration.
Module WRC-307: Resolving Inter-WPR Conflict, Part Three
Inter-WPR conflict can become so emotional as to turn the workplace into an unbearable pit of vipers. People will still come to work if they have to, but they will never become as productive as they can. This Course examines the kind of inter-WPR conflict that enflames the emotions.
Leaders examine the inter-WPR conflict that enflames the emotions. They explore ways to isolate and describe the inter-WPR emotional environment. They also consider skills that enable them to mediate inter-team conflict.
Module WRC-308: Resolving Severe and Continuing Conflict, Part One
Some conflict never seems to end. This occurs when the conflict involves more than the complaints of one or two persons. This Course examines the conflicts that have become severe and enduring.
Leaders examine the broader WPR dual issues of performance and management expectations that generate severe conflict. In examining the problem of team performance, Leaders explore challenges associated with HAS performance improvement. They examine ways to identify the need to change team procedures and then specify ways to implement them. Finally, Leaders examine ways to enhance the core skill of members of the WPR that reduce the incidences of conflict.
Module WRC-309: Resolving Severe and Continuing Conflict, Part Two
The resolution of severe and continuing conflict requires management to put a stake in the ground in which competence is defined through the core competencies as a basis for making targets evaluations. This Course discusses the conflict resolution evaluation process along the dimensions that enflame most conflict.
Leaders learn how to facilitate the severe conflict resolutions process by evaluating team performance. This requires them to design an evaluation feedback and adjustment process to monitor the suggested improvements in WPR performance. Leaders also learn how to evaluate the effectiveness of the WPR recommendations and the efficiency of the WPR.
Module WRC-310: Managing Disagreements among WPRs Members
All WPRs experience disagreements. This is a sign that someone is attempting to change something. Occasionally, however, these disagreements become conflicts of great energy. While disagreements may be helpful, conflicts are normally detrimental. This Course examines WPR conflict and it resolution.
Leaders gain an in-depth understanding WPR team member conflict, from conflict generation to conflict resolution. Leaders consider the challenge of “useful conflict” as a management approach to effectiveness and consider alternatives that could be more productive.
Module WRC-311: Surviving the Uncomfortable WPR
WPRs can become uncomfortable. Political forces can shift the balance of power to one side over another. This Course examines the problem of power abuse in WPRs and examines what one can do to reduce the discomfort of being the “odd person out”.
Leaders explore the abusive WPR and examine solutions that can put things back in balance. Here student lean how to appropriately navigate the power-holder by winning acceptance. Leaders also learn how to reduce discomfort by changing the style of the power-holder and gaining the support of WPR members. Central to these solutions, clients learn how to protect their autonomy in uncomfortable WPRs.
Module WRC-312 Changing Minds in WPRs
What does it take to change your mind? The answer to this question depends on a lot of factors. While some people change their minds at the slightest provocation, most people become entrenched and dig in when they perceive that another person is attempting to change the way they see things. People prefer to change their own minds on their own terms. Psychological differentiation is often behind such intransigence. This Course explores the art of changing minds in WPRs. It covers the limits and boundaries of personal integrity in WPRs and offers a concise process for getting your workmates to see what you want them to see without invading their sacred space or manipulating their character.
Leaders explore the challenge of changing direction in mid-stream. Leaders learn how to react whenever their WPR gets into a rut. They explore actions steps that enable the WPR to go in different directions if it fails to respond to changes that reduce levels of professional performance.
Module WRC-313: The Value of Preparation in Realigning WPRs
Realigning or restructuring WPRs is a formal process intended to resolve specific problems of performance. People realign their WPRs when something is not working in the relationship, and they think that it needs improvement. People often refer to this process of realignment as “Relationship Remediation,” or RR. Relationship Remediation is not mentoring, training, or lecturing, but can include all of these as part of a generalized program of performance improvement. RR seeks immediate change for the better. It was designed to assist people in resolving important issues now, not later. In RR, people set recognizable expectations of performance improvement. Since people want to quickly resolve immediate problems, immediately, relationship realignment can be extremely valuable.
While mentoring, training, and lecturing most often focus on the long term transfer of knowledge and skills in a highly generalized way, Relationship Realignment focuses on the here and now in a very specific way. It is fair to say that RR is a “now or never” attempt to eliminate painful situations that reduce and degrade the quality of the WPR and even the quality of life, professionally and personally. Simply put, you want to take your WPR in a new direction. This Course clarifies the value of RR and the importance of adequately preparing for any change effort.
Leaders examine the challenge of realigning the WPR. They review related concepts such as performance improvement, change management, methodology, Human Activity Systems and design inquiry. Leaders examine a human systems approach to Relationship Realignment. They design an approach to RR that they can employ in their own situations.
WRL-400: LEADING WORKPLACE RELATIONSHIPS
Module WRL-400: Fundamentals of High-Impact Relationships
Some WPRs are much better than others. These are the relationships that make a high-impact on teams and the organizations they serve. This Course explores the fundamental characteristics of WPRs that enable high-impact performance. If you are going to work in teams, why not do it right and make a lasting and positive high-impact for yourself and your teams? Your company does not pay you to deliver mediocre results. Moreover, you do not work with your team to deliver anything less than stellar results.
Leaders learn that high-impact relationships are not only possible but are necessary for everyone. They examine the concept of “high-impact” thinking in professional life and learn that it refers to something that comes natural to nearly every human being. Everyone makes a high-impact impression in WPRs. However, each person has the responsibility to ensure that his or her high-impact impression is a positive one. Leaders design their own high-impact action plan and take cognitive steps to ensure that the plan is a positive one.
Module WRL-401: Mastering the Psychological Fundamentals of High-Impact WPRs
Leadership is one of those topics generates a lot of books and articles. It seems that everyone talks about it. Many people even consider themselves leaders, even natural born leaders. A survey of the books about Leadership identifies literally hundreds of traits that leaders possess, from solving every imaginable type of problem to being supernaturally humble. Think of it and someone has written about it. This Course removes you from the salad of ideologies to clear the air and open new avenues of consideration about the essential nature of Leadership and its psychological fundamentals rooted in the design and maintenance of WPRs. Do you know that a person can learn to determine the Leadership capabilities of any individual in less than 10 minutes? It is easy, takes only a little work, and is correct about 100% of the time. The prerequisite, of course, is that you belong to the right kind of WPR that enables you expand upon your thinking and apply your capacities for reasoned judgment.
Leaders explore the concept of “Deliberate Practice” (D.P.) in WPRs. They examine the process of D.P. in-depth. Leaders also employ systems thinking to determine the design and type of WPRs that enable them to master the fundamentals of High-Impact WPR design that accommodate engagement with D.P.
Module WRL-402: Important Relationship Skills
By the time you get to this Course, you should already know a lot about the art and science of WPRs. This Course explores the most fundamental but potent WPR skills managers require to get the job done as forthrightly as possible given the constraints of time, budget, and skills.
Important WPR skills are social and professional. Leaders explore the relationships skills that facilitate the success of WPRs. They identify the core skills that contribute specifically to workplace competence. Leaders also design their skills matrix and prepare an action program to assist them as they engage their own skills enhancement program.
Module WRL-403: The Art of Relationship Initiation in Management
In ordinary human experience, everything has a beginning. The same is true with management relationship building. You have to start the process some way. Do you know how to do it right? There are good ways and bad ways of doing this. This Course explores the challenge of initiating management relationships for great results. Although the initiation process follows a certain approach, it is more of an art than a science. How artistic do you “feel”?
Leaders explore the nature of management WPRs. Managers expect things in their WPRs that non-managers do not. While managers have more authority and visibility than most non-managers, they actually have less freedom to make mistakes than non-managers. While non-managers often survive the mistakes of those they work with, managers are responsible for the mistakes of everyone on their teams. Managers need to have great WPRs initiation skills just to keep things going according to plan. Leaders examine the art of relationship initiation in management and learn how to become proactive members of the management team.
Module WRL-404: Purposive or Purposeful Relationships?
All WPRs have an aim or end point in mind. From where does this aim emerge, from the manager or the team member? This is an important question, one which directly impacts the relationship process by changing the direction of the results. This Course explores the difference between purposive and purposeful WPRs and enables you to design more realistic relationships for a given situation.
Leaderss learn the difference between being a self-directed member of the WPR and being someone that needs continual direction. They also examine the types of organizations that initiate WPRs. Leaders learn to identify the nature of WPRs that each organization produces. Leaders learn to match the nature of their WPR characteristics with the nature of the WPRs that form their professional organization.
Module WRL-405: Attaining Workplace Relationship Results
Successful WPRs are all about results. They are not a hobby or charity, they are serious business relationships. Forming such relationships is a serious process that offers a significant upside when thoughtfully engaged. WPR means constant change. The process of building WPRs is designed to change the behavior and thinking of team members to move from ineffective to effective results through heightened performance. This Course explores the steps required to guide WPRs to attain the results that positive relationships can deliver whenever the appropriate conditions are present. This Course also examines what managers mean by WPR results. Not every WPR is appropriate to the results expected or goals to be achieved.
Leaders explore the nature of the results produced by WPR and examine the expectations of professional life. They examine the difference between effective and ineffective results and learn that such expectation can become quite “fuzzy” in some WPRs. They also learn to think about their WPRs from the perspective of career growth and skills attainment. Leaders learn to question more deeply whether their WPRs are effective in respect to both workplace expectations and their career growth.
Module WRCC-500: Introducing the Core Competencies of Successful Workplace Relationships
WPRs generally form to meet goals of performance and delivery. While some succeed, many fail. Occasionally, formal relationship building programs offered at work make the situation worse. Merely being told by a manager to do better does not make one do better. Although management coaching and relationship building are tightly linked, they are not the same. This Course explores the core competencies of successful WPRs.
Leaders learn how to leverage the core competencies that enable WPRs to work. They examine the core competencies that define professional development. Leaders learn that personal competence requires the ability to communicate well, manage others, manage oneself, and mobilize innovation and change.
Module WRCC-501: Mastering the Core Competencies of Successful WPRs
People in successful WPRs see relationships differently than the people in less successful relationships. Successful people understand the seriousness of WPRs and the impacts these relationships may have on their team members, their organizations, and themselves. High impact WPRs are not for the timid or the weak-hearted. They require a certain maturity, range of experience, and discretionary judgment, not present in many people. While another Course identifies and discusses the core competencies of successful WPRs, this Course explores the prerequisites for mastering these core competencies. Here you learn what you need to do to become a potent member of a high impact WPR.
Leaders identify the core competencies of successful WPRs. They examine their WPRs in light of the core competencies. They determine whether high-impact WPRs offer environments that encourage proficiency in the core competencies. Leaders examine the link between WPR success and the development of the core competencies.
Module WRCC-502: Employ the WPR to Build the Core Competencies of WPR Members
Successful individuals are different from unsuccessful people because of the visions they live, things they do, commitments they make, and the discipline they exercise. Most importantly, successful individuals are successful because of the WPRs they join. Successful people attack challenges very differently than unsuccessful people because the WPRs they form enable them to do this effectively. Successful people have mastered an entirely different t set of core competencies. This Course examines these core competencies and provides insights into the WPRs required to develop these core competencies for every WPR team member to facilitate the journey to success in the workplace.
Leaders explore the concept of workplace competence and skills proficiency. They identify the four core skills that make them competent contributors of WPR success. Leaders explore they type of WPRs that enable team members to develop the core competencies that are prerequisite to workplace success. They propose design solutions that enable WPR team members to engage the core competencies successfully.
Module WRCC-503: Critical Success Factor (CSF) Models for WPRs
Experts frequently speak about the Critical Failure Factors (CFF) of WPRs. However, this does not tell the entire story. Avoiding the failure factors does not necessarily mean that WPRs are engaging the success factors they need to achieve the results they require. This Course explores the more important Critical Success Factor Models of effective WPRs.
Leaders examine the CSF concept of WPRs. They learn how to identify the CSFs of their WPRs and proposed new CSFs that may enhance the performance of their WPRs. Leaders also examine the concept of CFFs and learn how to identify the CFFs of their WPRs.
Module WRCC-504: Critical Success Factor Models (CSFM) for Innovation & Change in WPRs
The design of WPRs has become more critical the last several years since it has emerged as a professional approach for enhancing individual, team, and WPR performance. Success requires WPRs to innovate and accelerate. WPRs change rapidly and often to remain viable in a globally competitive environment. Several Human Activity System models have emerged that describe the components of successful WPRs. This Course presents a few of the most prominent Success Factor Models for effective WPR design.
Leaders consider the characteristics of each CSFM. They define their own WPR design approach and determine how it fits into any of the professional systems design models. Leaders also learn what they must do to become proficient WPR system designers who enable their WPRs to quickly innovate and change. Leaders separate the hype of WPR design from the reality of WPR innovation and change.
Module WRCC-505: Designing WPRs for Effective Innovation & Change
WPRs are most effective when they actively engage in continuous cycles of innovation and change. In WPRs like these, people are expected to be expert at mobilizing innovation and change as one aspect of their professional capabilities. However, many people in such WPRs do not know how to mobilize innovation even when the change is specific to the situations of their own WPRs. This Course presents several models that enable WPRs to master the soft-skill of human capital mobilization and change. WPRs lacking this skill cannot be considered effective innovators or change masters.
Leaderss explore the core competency of mobilizing innovation and change. They learn how to unleash their creative capacities of innovation and mobilize the vision of change. Leaders examine the hyper-growth formula of innovation and acceleration to develop a framework for WPR success. They develop action plans for becoming effective innovation and change masters.
WPRC-600: COACHING WORKPLACE RELATIONSHIPS FOR SUCCESS
Module WPRC-600: Mastering the WPR Models for Targeted Coaching
Unlike mentoring, management coaching is highly targeted. It is marked by a high level of urgency. Coaching is a nontrivial approach to energizing a WPR by designing potent solutions. It is a brief, specific, management approach designed within an appropriately enabled WPR to assist members of underperforming WPRs in attaining expected levels of performance. This Course examines how WPRs employ the most common organization performance models to immediately resolve targeted problems that challenge the individuals forming the WPR.
Leaders explore the concept of management coaching and learn how it improves the performance of targeted WPRs. Leaders match the appropriate coaching model to the WPR and design a Leadership Mastery Program to respond to the problem that impacts the WPR.
Module WPRC-601: Mastering the Intuitive Theories of Management Coaching
Not every manager is aware of the formal models of that facilitate coaching in specific WPRs. Therefore, these managers employ intuitive approaches to coaching for performance improvement. This can be an effective way to improve WPR behavior. Thankfully these managers can turn to a few intuitive theories to facilitate the change that these managers seek to bring about in targeted WPRs. This Course discusses how such managers can master these more intuitive approaches to WPR coaching and clarifies the constraints on intuition that could defeat the guidance process.
Leaders explore the intuitive approaches to mastering WPRs. They examine the concept of management intuition. Leaders also learn about the constraints of intuitive in WPRs. They develop Leaders strategies to overcome these constraints and develop plans of action for effective WPR performance guidance.
Module WPRC-602: Using Leadership Consulting to Uncover the Beliefs and Values Continuum of Effective WPRs
Many people argue that beliefs and values are linked so closely that they may seem identical. However, this is only how things seem. In WPRs a continuum exists in which the link between beliefs and values can be identified, managed, and even changed to modify either beliefs or values. This Module explores the beliefs and values continuum of WPRs and discusses how management coaches may employ this continuum to improve the performance of their team by enhancing their values.
Leaders explore the values and beliefs continuum impacting WPRs. They examine the beliefs and values that reduce WPRs effectiveness and design Leadership approaches that may modify the less productive values and beliefs.
Module WPRC-603: Using Management Coaching to Ignite the Transformation of WPR Performance
The performance of WPRs can degrade or improve gradually on its own. Many factors influence the outcomes that WPR may achieve: Knowledge, skill, experience, expertise, psychological maturity, habits, beliefs and values contribute to the outcomes of performance. Mentoring WPRs can enhance performance if it includes targeted problem solving. More rarely, though, coaching can become the process through which the individual members of WPRs raise their levels of performance by achieving desirable results in record fashion. This Course examines how management coaching can exponentially ignite performance improvement in WPRs.
Leaders identify a coaching process designed to achieve superior performance improvement in WPRs. Leaders specify methods to transform WPRs so significantly that they become radically different types of human systems. Leaders design a coaching process that targets the transformation of WPR based on the specifications for change.
Module WPRC-604: Initiating the Motivation Design Process for Coaching Success in WPRs
Motivation is a popular term for emotionally charged interest or desire. Strangely everyone talks about it, but no one knows quite how to measure it. Basically motivation is just another word for performance. We can infer the motivation of people from the performance of people. Highly motivated people are those who perform very well. So we can measure their performance to infer their motivation. This Course explores the link between coaching, motivation, and the high performance behavior of WPRs.
Leaders design a process that enables persons in WPR to enhance the behavior (performance) of the WPR team members. Leaders examine methods intended to excite (raise) the emotional interest of members of a targeted WPR.
Module WPRC-605: Leveraging the Value of Resonance to Achieving WPR Coaching Cooperation
Resonance is another one of those words that has a deep impact on WPR coaching. A high-impact management coach can easily tell when situations are resonant with expectations. This Course examines the problem of coaching resonance in WPRs.
Leaders gain valuable insight on how to leverage resonance to achieve the cooperation of WPR members during cycle of management development.
Module WPRC-606: Using WPR Coaching to Clarify the Minds of WPR Managers and Team Members
Leaders impact the thinking of managers and team members who belong to the WPR in many ways. Occasionally everyone agrees about the issues being discussed during coaching, but most of the time such agreement is rarely enjoyed. This is both a good and bad thing for the coach and his or her WPR. Although misunderstandings are a part of the coaching process, they occur more than they should. This Module discusses how Leaders and their managers can influence WPR to reduce misunderstandings among the members of the WPR.
Leaders learn how to clarify the thinking experience of the WPR members. They separate opinions from results, clarify beliefs and values, and establish a WPR communications control process intended to enhance the performance of the WPR by clarifying the boundaries between the WPR and external groups.
Module WPRC-607: Using WPR Leadership to Raise Interest Levels
As long as there have been human beings, people have become bored. While some people become bored more easily than others, most people become bored more when they are down on themselves or indifferent to their own well-being. It is worth noting that only boring people become bored. This Course tells you how you can use WPR Leadership to eliminate the boring indifference of your team members.
Leaders learn how to raise the interest levels of people in WPRs. They learn that the problem of boredom is one of the simpler challenges faced by WPR Leadership. Leaders learn why this is so. They explore ways of addressing the boredom of WPR members.
Module WPRC-608: Using WPR Leadership to Defuse Passive-Aggressive Behavior
Passive-aggressive behavior is quite common in WPRs. This type of behavior challenges us more than we recognize because we mistakenly think it is something else. For example, a person may agree to do something for you but never do it. How do WPRs eliminate this costly problem? This Course examines how WPRS employ targeted Leadership actions to defuse team members who revert to this frustrating behavior.
Leaders examine passive-aggressive behavior as a response to emotional stress. They construct a brief action plan intended to defuse this behavior whenever it occurs.
Module WPRC-609: Using WPR Leadership Mastery to Overcome Continual Lateness
No matter what you do or day, some people in your WPR come to work late, even at those critical times when promptness counts tremendously. So how can you deal with this problem once and for all without dismissing the WPR member? You can coach them out of it. This Course provides a brief but final plan of action that enables the WPR Leader to overcome the problem of lateness.
Leaders design a brief but potent set of actions that are designed to eliminate this problem quickly and in an enduring way.
Module WPRC-610: Using WPR Leadership to Overcome Prejudice
Prejudice is one of those behaviors in which the words “never” and “always” are fair to apply. Prejudice is truly a self-defeating behavior that places one in a self-imposed cell of isolation that is devoid of in-depth and noble visions. It is to be avoided without hesitation. It can come from the most unexpected places, at the worst possible times, and in the most critical situations. Prejudice in WPRs, where human beings are the target or the subject, is never, ever acceptable. Period. Prejudice wounds the target and the perpetrator, always, and diminishes the quality of human life as long as it continues to exist. This Course examines the use of WPR Leadership in overcoming prejudice.
Leaders develop a potent plan of action for overcoming prejudice in WPRs. They also learn methods for eliminating the pain associated with it.
Module WPRC-611: Employing Leadership to Build WPR Commitment
Gaining WPR commitment is an interesting challenge. One day you have it, the next day you do not. When it comes to WPRs nothing is certain most of the time. People change daily and WPRs change with them. This Course provides a few powerful action steps that when executed successfully will enable the WPRs manager follow through on their commitments.
Leaders learn to build WPR commitment by using an appropriate Leadership process. They learn how to design the Leadership approach to match the WPR type. They learn to link the WPR type to the problem to be resolved.
Module WPRC-612: Motivating WPRs through Targeted WPR Coaching
WPR Leadership is a very broad activity of WPR members. The WPR can use this type of Leadership in nearly every situation. It can even be used occasionally to create an environment in which WPR members motivate themselves to improve their performance. The bottom line is this: Authentic motivation is self-motivation. This Course examines how a WPR uses targeted Leadership practices.
Leaders explore methods to encourage WPR members to motivate themselves. They also examine practices that enhance their own performance.
Module WPRC-613: Employing WPR Leadership to Change Emotional States within the WPR
When people are consistent in thought and action, they achieve more. They also they achieve results more effectively. While changes in the emotional states of people in WPRs are to be expected, such changes may reduce the effectiveness of one’s WPR. This Course examines how people may employ WPR Leadership to change emotional states of team members to attain positive performance.
Leaders examine the challenge of “re-directing” the emotional states of WPR members. They also construct an action plan designed to rapidly change the emotional states of team members to improve performance and deliver improved results.
Module WPRC-614: Using WPR Leadership to Build Authentic Self-Esteem
It takes a special kind of WPR to encourage team members to build authentic self-esteem. While many people speak about the importance of self-esteem, few are able to describe authentic self-esteem, the kind of self-esteem that does not carry a hidden agenda that seeks self-centered results at the expense of team members. This Course explores the concept and role of authentic self-esteem in WPRs.
Leaders examine the problem of self-esteem in WPRs. They develop a brief action plan for employing WPR coaching to build authentic self-esteem in team members.
Module WPRC-615: Using WPR Leadership to Eliminate the Self-Destruction of WPRs
Well balanced people do not seek the self-destruction of WPRs. Although people can be destructive, success requires better behavior. This Course discusses the self-destruction of WPRs and provides guidance on ways to prevent this.
Leaders develop a WPR coaching action plan to eliminate the self-destructive tendencies of WPR team members. Since self-destruction is a significant problem for individuals on teams, Leaders examines ways to assist WPR team members in delivering difficult projects with uncooperative people.
Module WPRC-616: Using WPR Coaching to Defuse the Chronic Complainer
No one likes a complainer. They reduce productivity, delay meetings, break WPRs, cause turnover, increase operational costs, and generally reduce the positive experiences of the WPR. Complainers can be expensive. This Course explores how WPRs may use Leadership to defuse chronic complainers in the WPR and restore a sense of calm during difficult situations.
Leaders explore the problem of chronic complaining in WPRs. They devise Leadership methods to turn-around this situation. Leaders also learn ways to strengthen WPR cohesiveness in response to the damage done by chronic complainers.
Module WPRC-617: Using WPR Leadereship to Change the Self-Image of WPR Members
Self-esteem is one thing, and self-image is another. People with a low self-image can still maintain an apparently high level of self-esteem. Indeed, in some instances, low self-image may be a factor in the delivery of excellent results. Although this seems counterintuitive, people can do this because they can compartmentalize many aspects of their emotional lives. Even individuals with poor self-image may still mobilize their emotional competencies well enough to accomplish significant undertakings.
Self-image does not necessarily relate to self-efficacy. Many people think poorly of themselves and yet are able to accomplish a great deal within the WPR because they know what to do in a given situation. People are indeed complex. Although this may be the case for some people, it is still a better situation whenever people enjoy both an abundance of authentic self-esteem and a positive self-image. This Course explores the problem of low self-image and the impact it has on the performance of WPRs.
Leaders examine how they may develop an action program for using WPR Leadership to build a positive self-image in WPR members.
Module WPRC-618: Applying WPR Ladership to Energize WPR Team Members
WPRs need information and energy to work smoothly. Occasionally, they can become over energized and get in their own way. WPR Leadership offers energy and information to ensure that WPR members get what they need when they need it. This Course examines how WPR Leadership can increase, reduce, or balance the energy level of teams.
Leaders develop a brief action plan that enables WPRs to optimize team performance. They learn how to manage the flows of information and energy throughout their WPRs.
Module WPRC-619: Leveraging WPR Leadership to Return to the Basics of High-Impact WPR Performance
Solid success in WPRs requires a mastery of the basic skills of human performance. Successful WPR Leadership requires an in-depth mastery of these basics and the ability to reinforce them in all WPR team members. What are the basics that WPR Leadership should encourage? How does one leverage WPR Leadership to return to them? This Course provides a plan that enables WPRs to answer these questions.
Leaders learn to leverage their coaching skills to enhance WPR Performance.
Module WPRC-620: Using WPR Leadership to Understand Your Client
Understanding a Leader is a complex business. How does anyone really understand anyone? It is a lifetime process just understanding oneself. Nevertheless, success in WPR Leadership requires a more than casual understanding of one’s Leader. This Course provides a unique but powerful roadmap on how to use WPR Leadership to truly understand Leaders of WPRs.
Leaders explore way to mater the client environment without being unnecessarily invasive. They design a roadmap that will enable WPRs to learn what they need to know about Leaders to delivery expected WPR results.
Module WPRC-621: Using WPR Leadership to Attain Leader Trust and Confidence
Even after the WPR has attained an in-depth understanding of the Leader and his or her expectations, it still needs to attain the follower’s trust and confidence. However, trust and confidence is transitory. You have it one week, and you lose it the next. To be effective, WPR Leadership requires WPRs to gain and keep the trust and confidence of their team members. This Course examines an action plan that enables WPRs to gain the trust and confidence of their Leaders .
Leaders learn how to gain the trust and confidence of Followers . They assist them in consistently achieving and maintaining improved performance.
Module WPRC-622: Using WPR Coaching to Master the Decision Making Process of WPRs
Do you know that the difference between average performance and great performance is the quality of your decisions? Many people dislike making decisions. Other people put them off as long and as often as they can. Making decision can be daunting and making good decisions can be overwhelming. For these people, it is an unfortunate fact of life that human nature demands decision making from childhood to death. Being fully human requires the application of our decision making capacities.
To be a potent member of a WPR, every human being needs to master the decision making process. This Course provides a program that will enable you your WPR team members to master the decision making process. This Course may not make WPRs great masters of decision making, this takes time and practice, but it will enable them to begin their journey of delivering better performance through better decisions.
Leaders will examine the art of team-driven decision-making. They learn how to master the decision making process engaged within the WPR.
Module WPRC-623: Using WPR Leadership to Master the Art of Persuasion
Some people need to be convinced and others need to be persuaded. WPRs should be insightful enough to recognize this difference in their people. This Course provides guidance on the art of persuasion using an ethical framework of adult-to-adult communications.
Leaders learn how to engage WPR Leadership to master the art of persuasion in a responsible and ethical manner.
Module WPRC-624: Using WPR Leadership to Master the Action Levers of WPR Change
Change is formidable. It is the central aspect of life. Nevertheless, many people in WPRs do not like change, especially in their careers. This is because change is often unplanned, hectic, and painful. Change is also the process through which WPRs develop productive processes. Without change WPRs get lost. This Course provides a WPR Leadership approach that enables WPRs to master the action levers that ignite change in each one of their team mates.
Leaders examine the challenge of change in WPRs. They examine the concept of deliberate versus accidental change. They explore the concept of WPR as an instrument of change for the people who form them.
Module WPRC-625: Using WPR Coaching to Clarify External Expectations
Occasionally WPRs need to be aware of the expectations of other people who may not be working with them. These people often occupy executive positions in seemingly unrelated parts of the larger organization. This, of course, is a false and unrealistic view of corporate life. In organization life, everyone is related. This Course provides a process for using WPR coaching to determine, manage, and satisfy the expectations of executives who are not your direct clients .
Leaders examine the narrow and wider environment of WPRs. They develop a structure model of their WPR to identify external organization that may have implicit expectations of the performance of the WPR.
Module WPRC-626: Using WPR Coaching to Understanding Client Expectations
Even after you have attained an adequate understanding of the Leader, WPRs still need to completely understand the Leader’s spoken and unspoken expectations. While many of the Leader’s expectations may be formally stated, some will remain buried in unexpressed intentions. This Course provides an approach that enables WPRs to employ WPR Leadership to understand the full range of Leader’s expectations.
Leaders learn how to discover the stated and unstated expectations of the Leaders of WPRs. They learn to address these expectations in a professional manner.
WPC-700: Leadership to Build the Character of Workplace Relationships
Module WPC-700: WPR Leadership to Establish Shared Objectives
People find jobs, join organizations, and form WPR for many reasons. These reasons may not be what the manager would want. Everyone forms a particular WPR for personal reasons often at odds with the wishes of the management. With such diversity of desires, how does the WPR ever establish shared objectives? This Course explores how WPRs initiate targeted coaching interventions to establish shared objectives.
Leaders examine the challenge of forming and maintaining shared objectives in single or multiple WPRs. They explore WPR Leadership as a process that engages the entire WPR. Clients employ Design Inquiry Architecture to establish share objectives.
Module WPC-701: Building WPR Loyalty through Leadership
Loyalty comes in all sizes and shapes. It is a sacred marker of character that is quite rare in the workplace. Members of WPRs are ambivalent about loyalty. They desire the loyalty of their relationship partners, but many people do not normally offer their loyalty in return. This is especially the case for people in higher positions where loyalty is a political construct. In WPR management loyalty is usually a one-way street. This Course explores this situation and examines how Leadership improves upon this mess.
Leaders explore Leadership as an approach that can assist WPRs in developing a more informed and reasonable perspective about loyalty in WPRs. They learn how to achieve the type of loyalty that everyone in the organization can enjoy.
Module WPC-703: Building WPR Assertiveness through UlThule Leadership
Assertiveness is about being gentle and kind, not aggressive. Assertiveness is a behavior that implies power but is based on restraint and personal discipline. This Course assists members of a WPR in mastering the human skill of assertiveness.
Leaders explore the concept of assertiveness in WPRs. They develop a roadmap to enable members of WPRs become authentically assertive.
Module WPC-704: Building the Prudence of WPRs through Leadership
Prudence is the preferred virtue of people in WPRs. This virtue offers a clear sign of emotional maturity and vision. Lacking prudence many people constrain the performance of WPRs, ruin their careers, and complicate their lives. Imprudence spreads pain and suffering. An imprudent person lives a life that resembles feathers in the wind: Once you release them you cannot every recover them. They scatter and do their damage. This Course explores the virtue of prudence.
Leaders learn about the necessity of being prudent in WPRs. They explore potent actions that enable every WPR to build the prudence of its members.
Module WPC-705: Building Communications Skills through WPR Leadership
Communications is a two-way process. It is active, not passive. It requires attention to detail. Above all, communications requires refined and careful listening skills. The success of WPR coaching is directly proportional to the communications skills of the WPR team members. Success requires the WPR to overcome the deficiency in the listening skills of the members involved in the Leadership process. This Course explores the “nuts and bolts” of the communications requirements of successful WPRs.
Leaders develop more effective communications skills that energize the WPR Leadership process. Leaders design a Leadership process that enhances the communications skills of every WPR member.
Module WPC-706: Building Social Skills through WPR Leadership
While the art of communicating is the central core of all social skills, the need to build strong social skills in WPR Leadership broadens the requirements to refine a number of important Leadereship oriented soft-skills. This Course expands on the process of communicating.
Leaders explore the core social-skills that define WPR Leadership success. They employ cooperative techniques to build the social skills that make Leadership success possible.
Module WPC-707: Building Generosity through WPR Leadership
Selfish people make poor human beings and poor WPR members. They make even poorer WPR coaches. The path to WPR Leadership success crosses the valley of in-depth and wise generosity. An important prerequisite to WPR Leadership is the core value that people are not a means to anyone’s ends. They are ends in themselves. This Course enables WPR Leaders to engage a process that is derived from a more realistic perspective that builds good-will in the WPR. Leadership energized by the perspective of generosity transforms the WPR environment from a dreaded encounter with management to a partnership of opportunity.
Leaders discuss the role that generosity plays in professional life. They reflect on their attitudes of success and consider all the people who assisted them in achieving great outcomes. Leaders also think about the WPRs they participate in and compare and contrast the generous WPRs with non-generous WPRs.
Module WPC-708: Overcoming Irrational Guilt through WPC Leadership
One of the side-effects of WPR Leadership is that it often makes both the coach and the team member feel badly about the past, such as missed opportunities to work better together and the need to become more effective. The recognition of these missed opportunities can occasionally lead either or both of the parties involved in the Leadership process to become depressed, unhappy, and even suffer from pangs of guilt. In some cases, this may denigrate into a type of irrational guilt that freezes all progress and reduces the effectiveness of the WPR Leadership experience. This Course examines this problem and provides a path for neutralizing the potential for irrational guilt by offering a brief but potent solution to enable the Leader and WPR avoid this pitfall.
Leaders explore the concept of irrational guilt in individuals and teams as they seek answers to several formative questions: When is guilt irrational? How does irrational guilt constrain WPR performance? Is irrational guilt ever positive? Leaders learn solutions to irrational guilt and design strategies that enable them to overcome irrational guilt in their WPRs.
Module WPC-709: Building Self-Responsibility through WPR Leadership
It is not money that makes the world go around. It is responsibility and delivery. From the perspective of accomplishment, the more responsibility a person gains, the more potent his or her life becomes, but only if the person can deliver results. This is the theory of potent responsibility. But is it true? Certainly it is central to success. Successful people are responsible people who deliver. However, can responsibility become too much of a good thing? The secret to a highly-functioning WPR and a good life is, of course, the potency found in self-responsibility. This Course presents the potent actions that lead to an abundance of self-responsibility in WPRs.
Leaders explore the place of responsibility in WPRs. They examine the need for responsibility in the development of WPRs, the attainment of success, and human growth. Leaders learn how to employ self-responsibility to counter the tendency to accept an unreasonable amount of external responsibility that can defeat the performance of WPRs.
Module WPC-710: Improving Emotional Life through WPR Leadership
Occasionally life in WPRs goes haywire and makes a wrong turn into emotional chaos. At times like these, WPR Leadership can play a pivotal role in improving the quality of life for the people in the WPR as they learn to work better and contribute to the success of the WPR. This Course describes how WPR Leadership can improve the emotional life of individuals in the WPR.
Leaders learn about the emotional risks and reward of WPRs. They learn to manage a range of risks unique to WPRs that can damage the emotional welfare of people in WPRs. Leaders learn to become more effective contributors to the success of their WPR by maintaining and nurturing their emotional balance.
Module WPC-711: Establishing Team Respect through WPR Leadership
As an engaged member of a WPR, you can establish and enhance your professional reputation. You can also build the respect that your colleagues in the WPR have for one another. This Course provides potent actions that enable WPRs to employ Leadership techniques that bring out the best in their WPRs.
Leaders learn how to employ WPR Leadership techniques to establish a broader range of respect of each team member in the WPR. They also examine how this insight can enhance be employed to enhance the respect the corporate environment in general has for the WPG. They explore how they may initiate targeted programs of WPG Leadership to establish the respect of their WPR.
Module WPC-712: Acknowledging Faults through WPR Leadership
In many ways, people remain child-like their entire lives. This works for us when we become more creative. If we are lucky enough to do so, we will wake from our night’s sleep to greet each day with the renewed excitement and anticipation of our childhood innocence. For many people, however, it is so much easier to find the faults of others than to look into themselves to see how they may become better people. Facing one’s faults in adulthood is a daunting challenge not suitable for mere children. This requires a rare blend of courage, self-reflection, passion for truth, wisdom, and kind and caring feedback. Human faults do not occur in isolation, but arise in relationship with other persons. This Course considers the function of WPR Leadership in safely acknowledging and overcoming faults.
Leaders explore how WPRs employ Leadership to safely acknowledge faults. They examine ways to provide a safe environment in which the members of WPRs recognize themselves more appropriately as members of a WPR guided by internal and external expectations of performance.
Module WPC-713: Conquering Anger through WPR Leadership
Conflict goals makes anger a permanent challenge in WPRs. People frequently forget their place in the WPR and occasionally erupt in anger. Sporadic anger is a perennial problem in WPRs where frustration is a permanent fixture of the organization. This Course presents a WPR coaching approach of action that people may adopt to conquer anger in themselves and their organizations.
Leaders examine the problem of anger in WPRs. They design mediation Leadership strategies to defuse anger before it escalates in WPRs. Leaders define potent strategies that reduce the internal causes of unreasonable anger and external cause of environmental threats.
WPC-800: Ethics, Law, and Justice in Workplace Relationships
Module WPELJ-800: Facing the Ethical and Legal Issues of WPRs
Occasionally the ethics of a situation within the WPR surpasses the constraints of legal governance. This Course examines the value of promoting ethical principles.
Leaders consider how best to respond to alleged unethical complaints. They examine the issue of ethics and ethical codes in WPRs. Leaders investigate core ethical conflicts and legal issues and ethical versus legal Decision-Making.
Module WPELJ-801: Navigating the Pitfalls and Tar-Pits of a WPR Code of Conduct
Although fundamentally a commercial relationship, WPRs impact the internal security and viability of the organization in which it exists. This Course examines how divergent social values impact the governing codes of conduct of competing WPRs.
Leaders examine the impact of WPRs on the internal security and viability of the organization. They explore how the WPR confronts many different business codes of conduct. Leaders also explore how the WPR impacts the strategies and plans for organization expansion.
Module WPELJ-802: Overcoming the WPR Group-Think Tragedy through Social Justice
While the valuable contribution of WPRs can be lost in hesitation, an innovative WPR may lead an entire organization astray. This Course explores potent ways to move from GROUP-Think conflict to productivity.
Leaders leverage the results of WPR productivity to facilitate organization development. They identify potent ways to guide collective behavior of the WPR. Leaders reduce the emergence of crowd behavior within the WPR. They separate decision making from conclusion building within the WPR.
Module WPELJ-803: Achieving WPR Consistency in Thought and Action to Build WPR Success
Technology is paradoxical. While improving the WPR’s mastery of time by empowering decision-making and action, technology also fragments cooperation, constrains focus on objectives, and otherwise adds layers of administrative complexity. This Course examines the myths of superior management in WPRS and reminds clients that the basics remain center stage: People are the core of WPRs. People must remain consistent in though and action. Technology is assistive to human vision.
Leaders return to the basics of WPR effectiveness. They examine the challenge of technology in the WPR. Leaders also align the beliefs of the WPR with social reality. They learn how to shatter traditional comfort zones to leap-frog failure. Leaders explore the living values guiding the formation of the WPR to achieve consistency in thought and action in spite of technology.
Module WPELJ-804: Fulfilling Fiduciary Responsibilities of the Organization as a Member of WPRs
A fiduciary relationship is best characterized by mutual trust and justice. This Course examines the issue of member worthiness and the prerequisites governing the entrance of new members into the WPR.
Leaders explore the essentials of constructive communications in WPRs. They examine the formation of relationships with external committees. Leaders discuss the problems of compensation in small WPRs. They also examine the changes of member worthiness in WPR. Finally Leaders explore topics such as risks, ethics and morals in WPRs. They also examine problems associated with the evaluations of WPR members.
Module WPELJ-805: Managing Information Resources, Technologies, and Plans in WPRs
2013 is not 1980! Informed and innovative WPRs understand how to employ a host of Information Technologies to enable leading business practices and gain competitive leverage in a fierce market economy. This Course examines the future of Information Technology in WPRs.
Leaders explore ways to measure the benefits of Information Technology for WPRs. They examine the problems of power and responsibility in I/T strategic planning. Leaders also explore the reality of Information Technology as a strategic resource. They examine the gap between I/T in WPRs and large organizations. Leaders examine the risks of enterprise solutions to the effectiveness of WPRs, the problems of security and safety, and the minefield of outsourcing, or Off-Shoring. They consider the significance of I/T for the vision of the WPR and the corporate bottom-line.
Module WPELJ-806: Assessing the WPR’s Potential to Remain Relevant
Occasionally WPRs use inappropriate techniques. This Course uses advanced techniques of systems management to minimize the risk of project failure.
Leaders expand the opportunity for WPR relevance. They leverage key advantages and identify constraints. Leaders evaluate the potential of the WPR to remain relevant by building an environment for success.
WRLD-900: Leadership and Team Dynamics in
Workplace Relationships
Module WRLD-900: Mobilizing the WPR for Leading Edge Innovation and Change
Understanding the nature and types of WPRs is prerequisite to mobilizing innovation and change. This Course examines the mobilization of innovation process of WPRs.
Leaders explore the internal and external environments in which the WPR evolves its mission. They examine the WPR mobilization processes and elements that ignite leading edge innovation and change. Leaders also explore cohesion as a facilitator of the WPR’s evolutionary unfolding. They further examine the WPR as an evolutionary guidance work group.
Module WRLD-901: Guiding the WPR Leadership Process to Effective Outcomes
WPRs are intensely dynamic work groups that transform strategies through the execution of several defining processes. This Course examines how the dynamics of the WPR often limit WPR success.
Leaders examine improved methods of building inter-group relations within a single WPR. They apply theories of relationship dynamics to the WPR process. Leaders also focus on the challenge of governing the dynamics of WPRs. They learn how to control the effects of positive and negative variables. Leaders explore how to balance the individual with the demands of the WPR. Finally, the examine methods that will enable them to overcome the communication gap between the members of the WPR.
Module WRLD-902: Climbing the Mountain to Effective Team Leadership
Modern EPR are overwhelmed with information about leadership. The Course seeks to overcome the leadership glut.
Leaders identify styles of WPR leadership. They assess the personal qualities of effective WPR leaders. Leaders explore the collective behavior of WPR members who aspire to be leaders. They also examine the place of WPR leadership in change management. They clarify the central skills of effective WPR leaders. Leaders also examine the art of politically working with the co-leaders of WPRs.
Module WRLD-903: Infusing the WPR Life-Cycle with Personal Wisdom
Many things in human experience can be characterized by the life-cycle metaphor flowing from youth to maturity and on to old age. WPRs also have a life-cycle. This Course examines the life-cycle of WPRs to discover opportunities for infusing personal wisdom to enhance results.
Leaders learn how to design a WPR achieve ultimate levels of performance. They also examine WPR turnover as an issue of life-cycle maintenance. They examine the challenge of transitioning the WPR through visioning and mission building while exploring the paradoxical wisdom of productivity tragedies.
Module WRLD-904: Escaping Your Dreams by Establishing a WPR Leadership Vision
Missions require visions. This Course identifies the impacts of vision on the WPR experience.
Leaders explore the “Brave New World” of the WPR visioning process. They finalize a leadership vision for the WPR. Leaders assess both the business rationale compelling the vision and the expanded Leadership rationale forming the vision. They also assess inter-team responsibilities and the impact of the vision on WPR management.
Module WRLD-905: Seizing the Anomaly Within the WPR to Leapfrog the External Competitor
Mining the anomaly of strategy within the WPR, this Course examines the competitive motivations of other WPRs.
Leaders identify the motivations of various WPR leaders. They design relevant success strategies. Using the “Both Ways” approach, clients define expectations among WPR leaders and individuals. They identify the Critical Success Factors (CSFs) of each WPR, and define the Critical Failure Factors (CFFs) of WPRs that prevent success.
Module WRLD-906: Thinking Big in the 21st Century as an Evolutionary Leader
Using a theoretical perspective to understand the evolutionary dimensions of WPRs and what they do, this Course explores the Evolutionary Guidance Systems (EGS) model and its application to the design of WPRs.
Leaders examine the EGS concept. They learn how to design the WPR as an EGS. Leaders also explore the psychology of ultimate behavior and integrate the concept of ultimate WPR team work with team competence.
Module WRLD-907: Capturing the Really Big Chance through Agency Theory
Agency Theory explains why WPRs suffer conflicting expectations. Every member of a WPR brings a different agenda of embedded motivations and goals to the WPR. This makes consensus short-lived. This Course examines Agency Theory as a problem solving model.
Leaders examine the challenge of managing the conflict of expectations. They assess the embedded motivations of the members of WPRs. Leaders learn how to put the WPRs on a business basis while protecting each WPR member’s right to succeed.
Module WRLD-908: Cleaning Out the Attic by Moving Beyond Old Strategic Thinking
Updating the WPR’s, this Course examines WPR strategy and strategic thinking for today’s business climate.
Leaders assess the business environment. They move from the old 7-S Competitive Model to the more dynamic model of the 21st Century. Clients evaluate the role of the WPR in strategy building. They visualize a backup strategy “Just-in-Case.”
WRD-1000: Diversity and Globalization in Workplace Relationships
Module WRD-1000: Navigating the Storm of Globalization to a Safe Harbor
Globalization requires WPRs to navigate a range of unfamiliar psychological complexities to remain competitive. This Course explores the psychology of global work behavior and its impact on the WPR.
Leaders examine the impact of diversity on the planning of change. They explore the challenge of integrating diverse WPRs to enhance the competence of WPRs. Leaders also explore the challenge of professional standards in globalization. They examine the ethical, legal, social, and justice impacts of globalization on WPRs.
Module WRD-1001: Finding Enrichment in the Culturally Diverse WPRs
Multiculturalism, ethnicity, and diversity are the new concerns of many WPRs. The art of leading culturally diverse WPRs is counterintuitive. This Course identifies the challenges and opportunities of culturally diverse WPRs.
Leaders overcome the diversity myths that reduce the effectiveness of WPRs. They assess the range of cultural diversity within local WPRs. Leaders examine the limits and goals of multicultural WPRs. They learn how to respond to the different cultures forming diverse WPRs. They also learn that highly diverse WPRS are complex.
Module WRD-1002: Refining the Personal Strategic Vision to Transform WPR Diversity
Diversity increasingly impacts WPR thinking and practice. This Course examines the role of strategic vision in leading culturally diverse WPRs to greater achievement.
Leaders explore the concept of multicultural awareness in WPRs as a foundation for capturing more potent strategic opportunities. They also build their own roadmaps for transforming the challenge of WPR diversity into opportunities for professional growth.
WRG-1100: Management and Governance of Workplace Relationships
Module WRG-1100: Governing Leading WPRs in a Turbulent Environment
Although governance is the most cogent obligation of WPR leaders, not all governance is positive. This Course identifies the different types of governance that impact WPRs.
Leaders examine the problem of governance in the turbulent environment marked by the recent trends of corporate scandal. They build a framework for governance in the 21st Century. Leaders examine the difference between WPR governance and WPR management.
Module WRG-1101: Planning the Succession of Management in WPRs
While management careers often evolve through personal/professional networking, it is shared vision, leadership behavior, depth and breadth of knowledge, innovation, insight, and specific experience which most readily characterize a potential Manager. This Course examines the challenge of management succession in WPRs.
Leaders explore the problem of selecting the right WPR manager and leader at the least opportune time. They examine the characteristics of WPR managers. Leaders model the succession process to match the candidate to the position. They define succession requirements, performance expectations, and contract essentials.
Module WRG-1102: Leveraging Leadership as the Foundation of WPR Great Governance
Successful WPRs value achievement, vision, diversity, professionalism, growth, and ethical behavior. This Course examines the Leadership and Management Effectiveness Approaches to ultimate WPR performance.
Leaders explore professional standards governing WPR work. They explore the ethical and legal aspects of governance at the managerial level of responsibility. Leaders also explore the role of in-depth Leadership in building commitment to achieve ultimate WPR performance.
Module WRG-1103: Reaping What We Sow or Sowing the Basics to Reap WPR Success
Success cannot be extrapolated from past achievement. This Course explores the “Ten Tarnished Rules of Failure” and the value of governance in the modern WPR.
Leaders examine the difference between sharing success and encouraging failure. They explore the art of excelling in the cross-functional WPR. Leaders also examine the “Admiral Perry Folly” to overcome WPR governance shortsightedness.
Module WRG-1104: Mapping the Road to WPR Reality
Here we explore the conflict of immediate versus deferred recognition by learning to master the “Law of WPR Success.” This Course examines why WPRs should pace the years to success carefully and explore the value of listening to the feelings of the people forming the WPR.
Leaders uncover the hidden agenda in WPR governance. They assess the WPR’s authentic capabilities to govern adequately. Leaders also learn why there is no free lunch for WPRs. They examine why thoughts are not necessarily reality.
Module WRG-1105: Chartering the Course to Empower WPRs
WPRs flounder because they lack an appropriate charter to empower their leader. This Course investigates the charter as a mechanism for specifying rules and resolving potential problems in the WPR.
Leaders examine the WPR Chartering process as an approach to developing a rationale for setting limits. They also examine what it means to design a WPR Charter that enables performance at the highest level achievable.
Module WPRG-1106: Breaking the Performance Behavior through Ultimate WPR Governance
Not everyone commits to the principle of performance at the highest level attainable. This Course defines the ultimate level of WPR performance.
Leaders explore the importance of integrating the factors of WPR performance. They use contracts to manage problem WPR members and succeed through interpersonal learning. Leaders identify types of WPR work. They explore the current trends in WPR performance. Leaders also design a personal framework for ultimate WPR performance.
Staying On Course
Have you ever thought that a course of study consists of a sequence of courses that informs students about a specific course of knowledge that can be helpful throughout the course of their lives? Of course you have. Do you think that everyone in the course of their lives have thought about this consideration of the importance of a course of education throughout the course of their lives? Of course you don’t.
This is probably why some people hire coaches. Don’t you think? Of course not. But they have. They hire coaches so that they can get the course of their lives back on the correct course by mastering a new course of experiential learning. Does this course of action make sense? Of course it does. When you need to get your life back on the right course, hire a coach. Of course there is no charge for this course correcting insight. Of course not. Brought to you by Dr. Ray, of course.