I really enjoyed my first Working Out Loud Circle: fixed appointments, changing tasks for processing my goal, exchange with colleagues that I less knew before, receiving and suggesting ideas. How I experienced the first 6 weeks Working Out Loud @ fme AG, you may have already read in my > »mid-term review«.
Where do I stand after 12 weeks of Working Out Loud?
Am I open-minded in the work context, do I share my work status at any time for feedback and do I connect with people all over the world like general WOL goals expect?
We know that an organization has to be agile and ready for constant change in order to survive. But who decides which changes come, when they come and who is involved? Who follows the implementation process and at the same time has an overview of all current changes in the company?
Managers in particular should deal with these 4 questions in order to successfully implement changes:
Working Out… what? It does not mean shouting at your colleagues. It is a program, developed by John Stepper, to make your work visible. It means sharing – especially knowledge and appreciation. It means the confrontation with myself and a topic that is important to me. I think that Working Out Loud, short WOL, strives for a change of behavior: away from knowledge silos to willingly sharing without ulterior motives.
A few weeks ago, I, Antje Duffert, Consultant for > Communication Services, started a call within the fme AG, which was aimed towards my colleagues, who would like to try something new with me and who wanted to advance the culture of our company even more towards collaboration and openness by an independent and target-oriented work. read more
As you most likely know, a growing number of companies are using software to improve internal communication, project collaboration and onboarding. This software is generally replacing an old and dated intranet system that suffers from issues like:
- Overly complex structure (too many groups, unsorted posts, etc.)
- Little activity
- Difficult to use
- Sub-par functionality
For this very reason many companies today are moving away from such static systems. They are looking to replace the huge stores of data that older intranet systems oftentimes resemble with solutions that are heavily focused on the employees.
Hmmhm, let’s think about it. Maybe for the driver’s licence? Or was it the ITIL exam four years ago? Or the Scrum Master test?
Yet, we’re learning every day – especially in times of digitalization where dynamic changes in our work environment are a daily occurrence and regular software updates, new policies and processes recurrently change our operational procedures. These circumstances make it necessary to combine modern forms of learning and to integrate them in our work life – one concept of how this could look like is the 70:20:10 model. read more
Globalization and digitization have caused that boundaries are blurring more and more and that a world-wide collaboration is possible without greater restrictions. International project teams work together via social collaboration tools e.g. on joint projects, develop ideas together and exchange information about the project’s current status. This happens independently from time or location. Sounds great, one could guess, and at least the surrounding conditions actually are just like that. read more
Berlin, Ahrensburg, Munich, Hanover – German wide locations for training measures are perfectly normal. Long arrival and departure times, high costs as well as the integration into daily routine make it difficult to participate in stationary face-to-face trainings. This leads to even greater problems for companies with international locations. One solution to this would be the offering of online trainings. But even this holds difficulties. The course participants need a good time and self-management because the responsibility of the learning results is transferred to them. Furthermore, often the personal contact and social exchange with other participants are missing.