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Apa saja 10 perilaku yang tidak diinginkan ? Kita menjawab pertanyaan tersebut dengan sedikit berbeda, tergantung kekuatan dan kelemahan komunikasi interpersonal kita. Tapi secara umum kita setuju tentang orang yang sulit dan apa yang mereka lakukan yang membuat mereka terlihat sulit.

Saat ini telah diidentifikasi 10 pola perilaku yang spesifik yang dirasakan orang secara umum ketika merasa terancam atau terhalang, yang menggambarkan usaha mereka dengan atau (menghindar dari) keadaan yang tidak diinginkan. Berikut tipe dan ciri-cirinya :

  1. Si Panser (The Tank)

Ambisius dan kejam, keras dan kuat, atau dengan intensitas yang tenang dan presisi sinar laser, Si panser berasumsi bahwa hasil akhir adalah tujuan. Jika anda menghalangi jalan, anda akan dieliminasi.

  1. Si Penembak Jitu (The Sniper)

Orang licik yang bersembunyi ini benci kepada anda dengan beberapa alasan. Dari pada marah, dia akan membalas dengan mengidentifikasi kelemahan anda dan menggunakannya untuk melawan anda, melalui sabotase, gosip dan isu.

  1. Si Granat (The Grenade)

Orang ini meledak dengan kemarahan yang hebat yang terlihat tidak proporsional dengan kondisi, membuat orang lain lari bersembunyi dan bertanya-tanya apa yang terjadi.

  1. Si Serba Tahu (The Know-It-All)

Orang ini mengetahui 98 persen tentang apa saja. (silahkan Tanya) Si Serba Tahu akan memberi tahu anda apa yang yang mereka tahu selama berjam-jam tetapi tidak mau memberi kesempatan untuk mendengarkan pendapat anda.

  1. Si Sok Tahu (The Think-They-Know-It-All)

Walaupun orang ini tidak tahu banyak, mereka tidak membiarkan hal tersebut menghalangi mereka. Jika anda tidak tahu banyak tentang hal yang mereka bicarakan, mereka mungkin akan menyesatkan anda ke dalam kesulitan atau membuat project keluat jalur.

  1. Si Penjilat (The Yes Person)

Cepat sekali setuju, lambat bergerak, Si Penjilat meninggalkan jejak komitmen yang tidak terpenuhi atau janji yang dilanggar. Walaupun mereka tidak menyenangkan siapapun, mereka bersikeras untuk menyenangkan hati.

  1. Si Plin Plan (The Maybe Person)

Ketika menghadapi keputusan yang penting, Si Plin plan membiarkan hal tersebut sampai semuanya terlambat. Akhirnya, keputusan tersebut terjadi dengan sendirinya. Hal itu bukan salah siapapun kecuali dirinya sendiri.

8. Si Tidak ada (The Nothing Person)

Anda tidak pernah tahu apa yang terjadi karena orang ini tidak memberi tahu anda apapun – tidak ada masukan, verbal maupun non verbal.

  1. Si Negatif (The No Person)

Orang ini selalu mengatakan, “ setiap kabut selalu punya kegelapan” dan “ Saya bukan negatif, hanya realistis” Muram dan menakut-nakuti, Si negative menggiring orang menuju keputusasaan.

  1. Si Perengek (The Whiner)

Orang ini selalu merasa sengsara, merengek terus menerus, dan menarik orang melamah dengan generalisasi bahwa tidak ada yang benar, semuaya salah, dan semua hal akan terjadi seperti itu kecuali anda melakukan sesuatu.

Beberapa ide awal untuk menghadapi 10 tipe yang tidak diinginkan :

1. Memahami bahwa setiap orang bereaksi berbeda terhadap berbagi macam tipe perilaku : Orang yang sangat mengganggu anda mungkin bisa diterima dengan baik oleh orang lain.

2. Mengenali dengan baik setiap tipe: Masing –masing menuntut respon yang berbeda. Pikirkan tentang orang lain di sekitar anda. Apakah ada orang di kantor atau di rumah yang memenuhi criteria tersebut ?

3. Mengenali peran yang anda mainkan: Kita dapat menjadi sulit pada suatu waktu. Memahami setiap perilaku akan membantu anda sukses dengan orang lain.

Diadaptasi dari : Dealing With Difficult People. Rick Brinkman & Rick Kirschner .2003

Artikel ini dikutip dari beberapa sumber seperti : www.kompasjakarta.com, www.mypersonalty.info,www.personaltypage.com

1. ESTJ − Overseer/Pengawas

PEMIKIR YANG EKSTROVERT DENGAN INDERA
(EXTRAVERTED THINKING WITH SENSING)
KOMANDAN DAN ORGANISATOR (COMMANDANT AND ORGANIZER)

Preferensi (kecenderungan) orang ini meliputi:

  • Menggunakan pikiran mereka untuk mengendalikan sibisa mungkin dunia mereka
  • Mengorganisir proyek-proyek, lalu mengusahakan agar terselesaikan
  • Bersifat logis, analitis dan kritis secara obyektif
  • Bersandar pada pemikiran
  • Fokus pada pekerjaan, bukan orang di balik pekerjaan
  • Mengorganisir fakta-fakta, situasi dan operas! yang berhubungan dengan suatu proyek
  • Membuat usaha sistematis untuk mencapai sasaran mereka pada waktunya
  • Kurang kesabaran terhadap situasi kebingungan atau ketidakefisienan
  • Kepercayaan bahwa perilaku harus dikendalikan oleh logika
  • Hidup dengan serangkaian aturan yang tertentu yang merangkum penilaian dasar mereka mengenai dunia
  • Memandang realita-realita saat ini, bukan kemungkinan-kemungkinan masa depan
  • Tidak berbelit-belit, praktis, realistis dan terbeban pada keadaan saat ini
  • Continue Reading »

Artikel ini dikutip dari beberapa sumber seperti : www.kompasjakarta.com, www.mypersonalty.info,www.personaltypage.com

INFORMASI UMUM MENGENAI MBTI

Myers-Briggs Type Indicator™(MBTI) yang ditemukan Jung adalah sebuah alat tes untuk mengukur profil kepribadian seseorang. MBTI dirancang untuk menolong Anda untuk memahami dengan lebih baik minat dan gaya pengambilan keputusan Anda. MBTI merupakan instrumen yang dipakai secara meluas dalam konseling, organisasi bisnis dan keagamaan, dan lintas budaya.

MBTI berguna untuk mengenali perilaku Anda dalam memperoleh dan memproses informasi, mengambil keputusan, dan cara Anda berhubungan dengan dunia. MBTI membantu untuk mengenali rangkaian pilihan atau preferensi Anda. Pilihan-pilihan perilaku ini memberi pemahaman mendalam tentang gaya kepemimpinan, gaya kerja, dan gaya komunikasi Anda.

MBTI mengukur pilihan, bukan kecakapan, kemampuan atau pengembangan diri yang dicapai. MBTI bersifat deskriptif, bukan bersifat menentukan. MBTI didasari oleh orientasi kekal, bukan penekanan yang bersifat sementara.

Aplikasi Praktis

  • Memahami diri sendiri
  • Memahami orang lain
  • Menghargai perbedaan
  • Pengembangan diri
  • Memilih karir
  • Team building
  • Penyelesaian konflik
  • Memperbaiki komunikasi

MBTI tidak Mengukur

  • Gangguan kejiwaan
  • Abnormalitas
  • Emosi
  • Trauma
  • Daya Belajar
  • Tingkat kedewasaan
  • Penyakit
  • Intelegensia

MBTI Mengukur Preferensi

  • Bagian keberadaan kita
  • Tidak ada benar salah
  • Tidak ada kurang – lebih baik

PREFERENSI MBTI

1. EXTRAVERTED vs INTRAVERTED

2. SENSING vs INTUITION

3. THINKING vs FEELING

4. JUDGING vs PERCEIVING

Dari delapan preferensi di atas akan didapat 16 Kombinasi kepribadian yaitu :

Protectors (SJ)

ESTJ - Overseer

ESFJ - Supporter

ISTJ - Examiner

ISFJ - Defender

Creators (SP)

ESTP - Persuader

ESFP - Entertainer

ISTP - Craftsman

ISFP - Artist

Intellectuals (NT)

ENTJ - Chief

ENTP - Originator

INTJ - Strategist

INTP - Engineer

Visionaries (NF)

ENFJ - Mentor

ENFP - Advocate

INFJ - Confidant

INFP - Dreamer

Artikel-artikel selanjutnya akan membahas informasi detil dari setiap profil di atas.

Your role during a group discussion is to facilitate the flow of comments from participants. Although it is not necessary to interject your comments after each participant speaks, periodically assisting the group with their contributions can be helpful. Here is a ten-point facilitation menu to use as you lead group discussions.

1. Paraphrase what a participant has said so that he or she feels understood and so that the other participants can hear a concise summary of what has been said.

So what you’re saying is that you have to be very careful about asking applicants where they live during an interview because it might suggest some type of racial or ethnic affiliation.

2. Check your understanding of a participant’s statement or ask the participant to clarify what he or she is saying.

Are you saying that this plan is not realistic? I’m not sure that I understand exactly what you meant. Could you please run it by us again?

3. Compliment an interesting or insightful comment.

That’s a good point. I’m glad that you brought that to our attention.

4. Elaborate on a participant’s contribution to the discussion with examples, or suggest a new way to view the problem.

Your comments provide an interesting point from the employee’s perspective. It could also be useful to consider how a manager would view the same situation.

5. Energize a discussion by quickening the pace, using humor, or, if necessary, prodding the group for more contributions.

Here’s a challenge for you. For the next two minutes, let’s see how many ways you can think of to increase cooperation within your department.

6. Disagree (gently) with a participant’s comments to stimulate further discussion.

I can see where you are coming from, but I’m not sure that what you are describing is always the case. Has anyone else had an experience that is different from Jim’s?

7. Mediate differences of opinion between participants and relieve any tensions that may be brewing.

I think that Susan and Mary are not really disagreeing with each other but are just bringing out two different sides of this issue.

8. Pull together ideas, showing their relationship to each other.

As you can see from Dan’s and Jean’s comments, personal goal setting is very much a part of time management. You need to be able to establish goals for yourself on a daily basis in order to more effectively manage your time.

9. Change the group process by altering the method for obtaining participation or by having the group evaluate ideas that have been presented.

Let’s break into smaller groups and see whether you can come up with some typical customer objections to the products that were covered in the presentation this morning.

10. Summarize (and record, if desired) the major views of the group.

I have noted four major reasons that have come from our discussion as to why managers do not delegate: (1) lack of confidence, (2) fear of failure, (3) comfort in doing the task themselves, and (4) fear of being replaced.

Source : 101 Ways to Make Training Active, 2nd Ed. Mel Silberman.2005

One of the most effective and efficient ways to promote active training is to divide a class into pairs and compose learning partnerships. It is hard to get left out in a pair. It is also hard to hide in one. Learning partnerships can be short term or long-term. Learning partners can undertake a wide variety of quick tasks or more time-consuming assignments, such as those in the list below.

1. Share your reactions to an assigned reading, an exercise, or a video (for example, “What were your reactions to the ways in which customers were entertained in the Fish video?”).

2. Discuss a short written document with each other (for example, “Please discuss the strategic plan you read before class and identify anything you thought was unclear”).

3. Practice a skill with each other (for example, “Please take a few minutes with your partner and practice giving constructive performance feedback to someone you supervise”).

4. Recap a lecture or demonstration together (for example, “With your partner, review the key points of the presentation we just heard from our guest speaker”).

5. Develop questions together to ask the facilitator (for example, “I would like each pair to create a question together about the software we just tried out”).

6. Analyze a case problem or exercise together (for example, “Take the next ten minutes and work together on the business ethics problem concerning conflicts of interest”).

7. Test each other (for example, “I would like each of you to take turns testing your partner’s product knowledge of each of the four new loan programs we are introducing next month”).

8. Respond to a question posed by the facilitator (for example, “Get together with your partner and come up with a joint answer to the first question in our discussion guide”).

9. Compare how you completed a task, such as a survey (for example, “Show your partner your scores on the EQ scale we just completed. See where you differ”).

10. Read each other’s written work (for example, “Show your partner the functional resume you prepared for this session and ask for feedback”).

Source : 101 Ways to Make Training Active, 2nd Ed. Mel Silberman.2005

Ada bermacam pertanyaan-pertanyaan yang dapat anda lakukan untuk menemukan kebutuhan, harapan-harapan, dan perhatian dari peserta training sehingga anda dapat mencocokkan penyampaian training dengan tepat.

Anda dapat memperoleh jawab melalui diskusi terbuka, berkeliling ruangan, response cards, polling, panel-panel, game-game, dan seterusnya. Berikut bebrapa pertanyaan yang dapat anda gunakan :

1. Mengapa anda memilih training/program ini? Mengapa anda datang?

2. Pertanyaan-pertanyaan apa yang muncul tentang [topik/materi training] ini?

3. Apa masukan, informasi, atau ketrampilan-ketrampilan yang ingin Anda dapat dari program ini?

4. Apa masukan, informasi, atau ketrampilan-ketrampilan yang tidak anda perlukan atau anda inginkan?

5. Apa yang anda ingin hilangkan/kurangi dari program ini? sebutkan satu hal.

6. Apakah yang anda harapkan dari program ini? Apakah yang perhatian anda?

7. Apakah sasaran program ini sesuai dengan keinginan anda ?

8. Apa pengetahuan atau ketrampilan-ketrampilan yang Anda rasakan “ingin” anda miliki?

9. Apakah harapan-harapan Anda tentang program ini?

10. Apa yang sudah anda pelajari dari program sebelumnya tentang topik ini?

Source : 101 Ways to Make Training Active. Mel Silberman.2005

By Jessica Jarvis

The term ‘coaching’ has come to refer to many different activities. Although this guide focuses on the use of coaching in organizational settings, it can be used in many other situations. Its early use in the business world often carried a remedial connotation – people were coached because they were under performing or their behavior was unsatisfactory.

These days, coaching is more usually seen as a means of developing people within an organization in order that they perform more effectively and reach their potential. Confusion exists about what exactly coaching is, and how it is different from other ‘helping behaviors’ such as counseling and mentoring. A variety of niche types of coaching have also developed as the term has been popularized – life coaching, skills coaching, health coaching, executive coaching, to name but a few. In part, this may have arisen as a result of some practitioners taking advantage of a popular new term and applying it to their general services. Consequently, coaching has suffered from a degree of mis perception and misrepresentation. To make things worse, people often use the terms interchangeably so that one person’s life coaching is another’s developmental mentoring. Many organizations use the terms to mean specific things in their own organizational contexts and others choose the terminology that seems most acceptable within their organization. The result is that the same definitions are being applied to a variety of terms. These problems around terminology are illustrated in the 2004 training and development survey results, where 81% of respondents agreed that ‘there is a great deal of confusion around what is meant by the term “coaching”.’

Continue Reading »

Beberapa waktu lalu pernah diposting di Milis Trainers Club Indonesia tentang pengukuran dan evaluasi pelatihan. Pada posting tersebut mengambil Kerangka atau Metode yang dipopulerkan oleh Jack J Philips tentang 5 Level Evaluasi Training. Sebenarnya ada cukup banyak metode evaluasi pengukuran yang dipakai saat ini. Semuanya bertujuan untuk melaporkan keberhasilan program training dan program perbaikan kinerja. Beberapa metode berfokus pada kesuksesan secara Finansial, yang lain pada data non Finansial, serta ada juga yang menawarkan pendekatan yang seimbang dalam mengukur hasil dari suatu program.

Sebagai bahan untuk memperkaya wawasan kita, berikut beberapa metode Evaluasi & Pengukuran Training yang dipakai saat ini. Metode - metode ini dikutip dari buku THE ROI FIELD BOOK, Strategies for Implementing ROI in HR & Training (Patricia Phillips, Jack J Phillips, Ron Drew Stone, & Holly Burkett), 2007 :

  1. Benefit Cost Analysis

Mungkin proses/metode tertua untuk mengevaluasi pengeluaran suatu program adalah benefit cost analysis. Didasarkan pada kerangka teori ekonomi dan keuangan, maksud utama dari Benefit Cost Analysis (BCA) adalah untuk memastikan organisasi mempertahankan level optimum dari efisiensi dalam alokasi sumber daya. Seperti penggunaan utamanya dalam ekonomi & keuangan, metode ini juga dipakai dalam pendidikan dan pelatihan.

2. Four-Level Framework dari Kirkpatrick

Kerangka yang paling umum dalam training dan evaluasinya adalah yang dikembangkan oleh Donald Kirkpatrick pada akhir 1950-an. Kerangka ini menggambarkan 4 level evaluasi :

    1. Level 1 : Reaction
    2. Level 2 : Learning
    3. Level 3 : Job Behavior
    4. Level 4 : Results

Banyak usaha yang berhasil dibangun pada konsep 4 level dari Kirkpatrick ini.

3. Five-Level ROI Framework dari Jack J Phillips

    Metode dari Jack Phillips ini merupakan metode yang paling luas digunakan untuk mengevaluasi program training dan program perbaikan kinerja. Philips menambahkan ROI (Return on Investment) sebagai level ke 5. Memperkenalkan bahwa untuk memindahkan level 4 ke level 5, pengukuran level 4 harus dikonversi ke nilai moneter (uang), seluruh biaya harus dicatat, keuntungan intangible harus diidentifikasi, dan keuntungan moneter dibandingkan dengan biaya. Karena itu, mengkombinasikan pendekatan Kirkpatrick dengan Benefit Cost Analysis untuk memastikan keseimbangan pengukuran dilaporkan.

    Continue Reading »

    Procrastination most often affects our idea people. As they creatively come up with and play with ideas, employees make some valuable contributions and observations. They also can delay getting started by staying in the idea stage, still playing around. Mulling over ideas is only one of many reasons that employees procrastinate. For most, procrastination is simply a habit, formed when they delayed doing their homework and reinforced by nagging parents who never quite resolved the problem. Many procrastinating employees really don’t mind the work—once they get into it. It’s just getting into it that is an obstacle. This lifelong habit has become almost a ritual, part of the work process. One challenge that you have as a manager is to change the work process without assuming a parental, nagging role. The following interventions aid in putting the responsibility for changing procrastinating behaviors where they belong—with the employee.

    Interventions/What to do

    1. Set incremental deadlines instead of one final deadline. Slicing up a looming deadline into smaller bite-size pieces is less daunting to procrastinators. You might have assigned the employee to write a business case proposing the type of PCs to be installed in branch offices all over the region. Instead of a deadline for the final business case recommending a brand of PC, try divvying the process up into mini-deadlines:

    • Please send me your short list of PC vendors that meet our criteria by May 1.
    • Select the vendor by May 8.
    • Have the rough draft completed by May 12.
    • Complete the business case by May 15.

    2. Make deadlines a team responsibility. Peer pressure is a wonderful thing. Employees who feel no compunction about letting you down won’t want to let a teammate down. Charge two or more employees with the deadline and watch how effective this is with procrastinators who are team players.
    Continue Reading »

    By Robin S Sharma

    31. Stress is simply a response which you create in the interpretation of an event. Two people might find that a given event results in quite different responses. For example, an after dinner speech might strike fear into the heart of an inexperienced speaker while a strong orator views it as a wonderful opportunity to share his thoughts. Understanding that the perceived negative effects of an event or task may be mentally manipulated and conditioned towards the positive, will allow you to be a peak performer in all instances.

    32. Read “The Seven Habits of Highly Effective People” by Stephen Covey. It contains a wealth of wisdom and powerful insights into further developing your character and enhancing your personal relationships

    33. Become a committed audio-tape user. Most personal-mastery programs and books are now offered in this format. Listen to these inspirational materials on your way to work, whilst waiting in the line at a bank or while you wash dishes in the evening. Make your car a college on wheels and use the drive time to make knowledge your best friend. All down time can be very effectively used in this productive fashion. Use such opportunities to learn and continually expand your mind and its vast potential.

    34. Try fasting one day every two weeks. During these fast days, drink fruit juice and eat fresh fruits only. You will feel more energetic, cleansed and alert. Fasting also has a salutary effect on your will-power as you are subverting the otherwise pressing impulses in your mind calling on you to eat more.

    Continue Reading »

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