| Course Number | DPS 27450 PTW01 |
| Course Name | Mastering Tough Conversations: Building Leadership Resilience |
| Course Hours | 12 |
| Class Type | Blended |
| Cost | $295 |
| Dates | - (4 classes) |
| Day | Tuesdays Feb 4, 11, 18, 25, 2025 |
| Times | - |
| Notes | /*-->*/ This is an online course that will be offered in a blended format. Blended courses combine live virtual weekly lectures at a set time (see course dates) with independent study. All courses will have a Nexus site and will open one week prior to the first class day. Course outlines will only be posted to Nexus. All Zoom links will be posted to Nexus. |
| Instructor | Joyce Odidison |
| Course Materials/Supplies | Please consult the UWinnipeg Bookstore for the required textbook for your course. Note if you can't find your course listed, it does not have a textbook. |
Corporate Sponsorship
FORMERLY DPS 15351 CORPORATE SPONSORSHIP
With so many organizations vying for sponsorship from the same limited pool of resources, who you target and how you define shared value opportunities defines the success of a campaign. This course is designed from both a buyer and seller perspective and leads participants through the sponsorship marketing process.
Participants will develop an understanding of the strategic and practical elements of corporate sponsorship through a comprehensive exploration of sponsorship marketing. Topics will include relationship building, sponsor selection and confirmation, proposal writing, inventory and activation, financial, legal, and ethical considerations, and evaluation.
Dealing with Anger
All of us deal with anger. We get angry at others including our own children, co-workers, family members, friends, supervisors. Although anger is a very normal reaction experienced by every human being, it is indeed often a confusing and disturbing emotion. Few of us are satisfied with how we handle the anger we feel, or the anger we experience coming from others. We will discuss what anger is, anger disorders, and anger management techniques. Some personal surveys will be administered to help you understand your own anger. You will learn techniques to deal with angry students and how to diffuse their anger.
Change Management
Formerly DPS 15313 Managing in a Changing Environment
This seminar will use a variety of models to help you understand the behavioural and psychological responses people often have to change. You will examine several broad change issues operating in the Western World today and gain insights into the reasons behind change in Canadian society over the past decade. You will also use a model for planning personal and corporate change strategies which can be applied to a real work situation immediately.
Analyzing and Improving Office and Service Operations (Lean Office)
Participants will learn to apply the tools, methods, and techniques to the office processes where they can see the immediate benefit. Before and after metrics on throughput, quality, and productivity will dramatically illustrate the power of these improvement methods. Managers will learn to establish visual controls so that the status of work can be easily determined and where corrective action can occur very quickly.
Introduction to the foundation principles
History of waste reduction and flow enhancement
The 9 ways office and manufacturing environments are different
Production processes versus non production processes
Introduction to Visually Representing Work and Information Flow:
- Identifying the eight office issues and problems
- Bottlenecks and delays
- Errors, mistakes, and rework
- Work flow is disjoined
- Running all over to get things
- Moving paper from place to place
- Untapped employee resources
- Doing things that are really unnecessary
- Shrinking the “in” basket
Visualizing Work and Information Flow:
- Value Stream Mapping
- Creating the Current State Map
Collecting the right data to really understand the issues
Value adding and non-value adding activities
Simulation exercise
Working on your own process
Linking the 8 wastes to countermeasures, tools, and design principles
Customer Report Card
Analyzing Time:
- Processing
- Waiting
- Rework
- Inspection
- Set up
- Move
- Cycle
- Lead
- Takt Time and Takt Image
Quality Tools:
- Shrinking the time from when a problem occurs to awareness of the problem
- Percent complete and accurate
- Quality at the Source
- Cause and effect diagram
- Check sheets
- Pareto diagram
- 5 Whys
- Error proofing
Quality costs
Improvement Activities:
- Continuous flow
- Standardized work
- 5 S
- Visual controls
- Visual management
- Management Timeframe
- Pull
- Batch sizes
- Pitch
- A3 Process and Report
Process Design Principles:
- Work flow
- Information flow
- Job design
Creating the Future State Map:
- Focused Kaizen efforts
Leadership for the Improved Office:
- New ways to manage work
- Changing roles and responsibilities
- Change management
For more information, visit Value Creation Partners' website.
Master Clinic on Solving Tough Problems
This course is designed to help you identify which category your toughest problem falls into. Once you understand the problem type you can select the best problem-solving method for your specific problem, and follow a straightforwrad roadmap to a lasting solution. The objective is to dramatically improve your problem solving abilities for all types of problems, and to make you a better business thinker and decision maker.
How do we typically solve tough problems?
The three things that must be in place before you can address a problem
- How to change a belief
- Influencing and getting buy-in from your boss and otehr senior-level managers
Describing and analyzing your toughest problem
- Do enough stakeholders agree that it is a problem?
Solving problems where cause and effect can be made visible
- The role of experts
- The right tools and methodology
Solving problems that involve many stakeholders with strong vested interests
- Interests versus positions
- Creating a win-win
- Compromise
Solving problems relating to multiple priorities
- Politics and jockeying for resources
- What does our strategy tell us
Solving problems relating to the future
- The four levels of uncertainty
- Crafting scenarios
- Early warning indicators
Solving problems involving large groups, where actions can be unpredictable
- Learning from the past
- Getting the players together
- Trying small changes and seeing what happens
Solving problems where two goals are in conflict with each other
- Identifying a dilemma
- How do we know that we have gone too far on one side of the dilemma
- Structural ways to manage a dilemma
- The clean sheet approach to a breakthrough
The eight traps of decision making and countermeasures for each
- Balancing advocacy and inquiry
- Exploring organizational dysfunctions and politics
For more information, visit Value Creation Partners' website.
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