Subordinated thinking: centering paradigms (CDMP3)

In most life situations, a person makes an instant choice from a certain list of possible actions. How will your employee react to the task entrusted to him: will try to fulfill it as best as possible or prepare a well -reasoned justification for the impossibility of its implementation? If an employee of one of the dominant paradigms has something like "Koni Doughs" work, then it is easy to predict the result of his internal choice.
support for key paradigms will allow you to significantly reduce operational management and control costs, increase the level of employee motivation. If the staff initially thinks correctly, then all its actions will be much more constructive and predictable.
If you are not ready to immediately dismiss all your employees and look for new "heroes", then education is the only way out. If you want your employees to think correctly, teach them this. As a result, you will not only introduce clear and clear criteria for "correct" and "incorrect" behavior in the organization, but also get an excellent tool for a quick and accurate assessment of the employee.
The detailed content of the course:
How and why control the thinking of subordinates. Operational control field. - Vector diagram of regular management. - some functions of power. - About the utility of unified paradigms. - Paradigms as one of the tools for "thin setting" ("tuning") control.
Paradigm No. 1: The resulting task should be analyzed before starting work. Possible directions for analysis. - possible actions of a subordinate to complete the analysis. - Terms and "terms about the deadlines". - the right choice of the delegation point.
Paradigm No. 2: The resulting task should be performed at 100 percent. How to standardize basic requirements. - How to stop subordinates to demand excessive details of the rules ("how to lace laces") or justify poor results with insufficiently prescribed instructions. - The reason for the devaluation of employees.
paradigm No. 3: the obstacles to one hundred percent execution of the assignment should be immediately informed to the head and all interested parties. "He rested - informed." - How to understand the parameter immediately and whether it is worth regulating it. - What should be understood as an obstacle. - The connection of obstacles and powers. - Optimal actions of the subordinate after informing. - The consequences of creative freedom and methods of useful prevention. - For what to punish, or how to help the subordinate. - How to avoid abuse by employees.
Paradigm No. 4: A proposal to solve the problem is preferable to information about its occurrence. A word that is not in Russian: "Solver" is a person aimed at a constructive solution to emerging problems. - The optimal sequence of resolution of the problem. - What to do if subordinates bring a problem instead of a solution. - A ban on the "spread of monkeys". - Translation of the problem from a destructive context to constructive. - To whom, when and how to help find a solution. - in which cases it is possible to expand the authority of the employee and give the authority to make decisions on your own
Paradigm No. 5: Facts and argumentation are preferable to opinions. How much is the "right -handed". - responsibility for the effectiveness of communications
Paradigm No. 6: An expanded interpretation of the resulting task is not allowed. The abolition of the presumption of innocence in regular management: everything that is not allowed is prohibited. - Features of work with the paradigm. - Self -seizure of authority as a result of a lack of punishment. - "Only a fool with an initiative can be worse than a fool.

Paradigm No. 7: disagreement with the set parameters or execution regulations cannot serve as an occasion to ignore them. How sabotage of the order is manifested and how to deal with it. - goals, methods, procedures for performing the task: possible points of occurrence of contradictions. - How the powers are assigned by default.
Difficulties and "underwater stones" implementation of paradigms. The attitude of employees to paradigms as an indicator of their motivation and attitude to the existing system of power in the company. - About paradigms, force majeure and planning. - On the reasons for non -compliance with "completely natural" requirements.
How to start a new life: a plan for a viral "infection" of the company. Where to get the "formatted" subordinates? - The formation of a corporate culture based on implemented paradigms.
Sound time: 6 hours 05 minutes.
Reads: Alexander Friedman