Trend Learning Circle 1&2 (P)

Trend Learning Circle
TLC
(TLC 1.0 and TLC 2.0)
English Version
Classification 4/19/2023
Purpose of Creating TLC
• To develop and continuously increase our organizational
capability to execute strategy and enable organizational
performance
• To build a learning organization through a common language
which Trenders individually and collectively will utilize
• To inspire the self exploration and awareness process which
enable individual to intrinsic learning
• To develop the insight of Trender’s self-awareness – both
oneself and other’s relationship to achieve collaboration
• To provide effective learning tools and methods for enhancing
collaboration
2 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

TLC Objectives and Outcome
Objectives:
• Be self-aware
• Be fearless
• Be a true Learning Organization
Outcome:
• Have a balanced work and family life

• Be able to manage one’s career
• Have quality relationship with others

TLC Workshop Agenda
Section 1: Self-Awareness
Section 2: TLC Concepts and Tools
Section 3: Learning Organization
Section 4: Trend’s Culture

TLC Workshop Ground Rules
Speak from the heart
Suspend Hear more

judgment until than
others have just the
spoken words
Treat others as you

would like to be treated
Connect & engage Be open-minded

Welcome to TLC – Steve’s opening video
Copyright 2009 Trend Micro Inc.

Check-In Process
Definition:
Process to engage each person before starting a
meeting.
• Objective:
– Allow one to share personal background
– Help get members to step out of their professional roles
– Use for orientation practice
– A means of enhancing empathy (better understanding)
– To gain collective insight
– Learn to listen and understand each other better – BUILD TRUST
• Be Non judgmental, Courteous and respectful, Open minded
We encourage you to start this activity in all your meetings to

improve your meetings within Trend.
Check-In “What is your
Question: most meaningful
event lately?”
Classification 8 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

High Performing Teams
“What are the skills that you believe we
need as Trenders to achieve a high
performance team?”
TLC - Adding Wings to a Tiger
+
Hard Skills Soft Skills
Copyright © 2009 Trend Micro Incorporated. All rights reserved.

Who Says Tigers Can’t Fly?
The “Complete” Trender

BODY QUIZ
Q1: What is the shape of your
face?
Q2: What is longer, your ears or
your nose
Q3: What is higher, the tip of
your ears or your eyebrows?
Q4: What is longer, your
eyebrows or your eyes?
Q5: What is longer, your thumb or
your little finger?

Johari Window
- About Me -
(I) X
Listen
2 1 Ask
Question
Public Blind Point
1 3
2 Feedback
(others) Unlock the

3 intuition
X Private Intuitive

Mental Models – Definition
Our individual and

collective ability to
identify and share…
Our Our Our Our

beliefs assumptions experiences views
16 How we think & see!

Birth Order Reflection
Step 1: Group by birth order

 Eldest child
 Middle child
 Youngest child
 Only child
Step 2: Each group should give their

top three characteristics

Characteristics of each group
Eldest child
responsible, dependable, authoritarian,
dominant, conservative, sensitive, jealous, bossy
Middle children
less restricted, adventurous, independent, compromises easily
feels neglected, feels guilty/regretful easily
Youngest child
easy to get along with, immature, irresponsible,
needs lots of attention and affection
Only child
needs attention, independent, have
good survival skills

Ladder of Inference
Beliefs & Assumptions
Inferences Mental Model

CONCLUDE Conclusions
Personal & Cultural Meaning

INTERPRET
Conscious & Subconscious
“Filter”
OBSERVE Observable Data
Selection Process

“Your assumptions are your
windows to the world. Scrub them
off every once in a while, or the
light won't come in.”
― Isaac Asimov

Left Hand Column
What I’m Thinking What I’m Feeling What is Said
  
  
  
What I think but What I feel but What we say
don’t say don’t say and do

Examining Your LHC
Group Discussion:
Did you achieve your results ?
Why didn’t I share my LHC ?
What is the cost of operating this way ?
What was the LHC of the other person ?

Abilene
The AbileneParadox
The Abilene Paradox
Paradox
Video Clip
The Abilene Paradox
Video Clip

How to share & receive LHC effectively:
• Giver: Share for the sake of success of the whole
– Avoid individual bias
– Be constructive yet honest
– Be respectful in your sharing
– Stay on your side of the fence:

– Speaking in “I” and not “You” statement help with openness
• “I would like share with you my…”
• “I want to clarify with you because my understanding is…”
• “I thank you for your observation (or opinion) and I believe (or I feel that)…
• Receiver: Acknowledge the other person’s comment

– Be open and listen with curiosity
– Do not ignore someone’s opinion even if you do not agree with it
– Politely thank them for their input before moving on
• Reflect before you share and be open to hear the concern…

Flow of Conversation
Thoughts Actions Results

Left-Hand Right-Hand Left-Hand Right-Hand Affects:
What we - Relationship
think What we
and feel say and - Level of mutual
(but don’t do understanding
say)
CONCLUDE
INTERPRET Mental Models
OBSERVE
DATA

True Listening – with the Heart!
Hear
[Voice]
Content
Motivation
Emotion
Belief
Between the lines

Personal Trend Micro

Learning Organization - Definition
“A learning organization
is a group of people
who are continually improving
their capabilities
to create better results.”
Peter M. Senge

Core Learning Competencies
Personal
Aspiration Mastery/Vision
Shared Vision
Dealing with
Systems Thinking
Complexity
Mental Models
Reflective
Conversation
Team Learning
Dialogue

Drivers for Successful Organizational Behaviour
Quality of
Relationships team
How we operate/ learning
learn as a group
Quality of
personal Quality of Thinking mental
mastery Results model
shared Achieving shared How we think
vision vision/passion and see
Quality of
Action
system
How we organize
thinking
what we do

Easy to develop
Levels Of Perspective
VISIBLE - The what
(Explicit)
•Skill
•Knowledge Events Reactive
What just happened?

Result
Opportunity for Learning

Increased Leverage and
PATTERNS/TRENDS Adaptive
What ‘s been happening?

Have we been here or some Behavior
place similar before?
SYSTEMIC STRUCTURE Creative

Belief
System
Difficult to develop
What are the forces at play

contributing to these patterns?
MENTAL MODELS Reflective

(Tacit)
What about our thinking

Allows this situation to persist?
•Value
•Trait VISION Generative
•Motive What we want?
Intuition
INVISIBLE - The why
Core of a Learning Organization

Creative Tension vs. Emotional Tension
Vision
Commitment
Creative
Orientation
Structural
Tension
Reactive
Orientation
The Usual
Current Focus
Reality
Challenge Assumptions
What do you need to start a

Circus business?
What do you need to start a

Restaurant business?
How about a Software company?

Influence Wheel
Reactive Orientation Creative Orientation

- Reactive - Creative
- Coming from outside - Coming from within
- Victim - Empowered
- Overcoming - Becoming
- Protecting - Reflecting
- Dissatisfied - Satisfied

• Efren Penaflorida

P=p–i
Performance = potential - interference

The F.A.C.E. of Ego
F - Fear
A - Attachment
C - Control
E - Entitlement

Dissolving the F.A.C.E. of Ego
When I feel: I choose instead to:
F - Fear Care
A - Attached Let go
C - Controlling Grant freedom
E - Entitled See myself as equal

Think Different!

What Type of Company is Trend Micro?
Alternative Employment Systems - Adapted from Baron and Kreps, Strategic Human Resources
Basis of Basis of
Basis of Basis of Control & Performance Basis of
HRM Model Attachment Selection Coordination Management Motivation
Commitment Love of Fit with Org. Culture/ Contribution Commitment
Values & Culture Norms to Team & to Values and
Mission Values Mission
Professional Challenging Technical Org.Culture/ “Technical” Work Itself
Work Skills Norms Contribution
Star Challenging Long Term Professional Individual Individual
Work & Prof. Potential Norms Performance Ambition
Development
Bureaucracy Job and Qualifications Structure, Operating Compliance
Security for Specific Process, Measures
Job Measurement
& Incentives
Autocracy Financial Qualifications Oversight of Financial Fear & Greed
Incentives for Specific top Results
Job Management

What Type of Company is Trend Micro?
Alternative Employment Systems - Adapted from Baron and Kreps, Strategic Human Resources
Basis of Basis of
Basis of Basis of Control & Performance Basis of
HRM Model Attachment Selection Coordination Management Motivation
Commitment Love of Fit with Org. Culture/ Contribution Commitment
Values & Culture Norms to Team & to Values and
Mission Values Mission
Professional Challenging Technical Org.Culture/ “Technical” Work Itself
Work Skills Norms Contribution
Star Challenging Long Term Professional Individual Individual
Work & Prof. Potential Norms Performance Ambition
Development
Bureaucracy Job and Qualifications Structure, Operating Compliance
Security for Specific Process, Measures
Job Measurement
& Incentives
Autocracy Financial Qualifications Oversight of Financial Fear & Greed
Incentives for Specific top Results
Job Management

Hedgehogs Concept : From Good to Great
• Foxes:
–Pursue many ends at the
same time
–Diffused, moving on many
levels
• Hedgehogs:
–Operate according to one
basic principle that unifies
and guides everything.

Three Circles of the Hedgehog Concept
Preserve core/stimulate Progress

The Hedgehog for Trend
What is our economic
What are we Passionate about? Growth Engine?
PASSION
Global Intelligence
Value Local Touch
Innovation
GROWTH
ENGINE
What are we Best at

in the world? Security
Focus
BEST

Trend Micro Business Framework
Process to create “Superior, Sustainable Profit”
Processes
Vision & Org.
structure
Industry
Change
Strategy
Budget
Resource
Review
Core
Strategy
competence
Map
Operation
Preserve our culture/DNA and
still sense & embrace change
Vision
People
and
Culture

Trend Micro Values
Value Spirit
As a Trender Passionate to serve
Customer As Trend Micro Customers' true benefits Customer
is our belief Make decision with the customers’
true benefits in mind
As a Trender See change as an
opportunity
Change
As Trend Micro Be the change leader
As a Trender Collective intelligence is
the only way to see the Change Collaboration
Collaboration whole picture Be sensitive Be willing to learn
to the need from others
As Trend Micro Be eco system friendly
for change
As a Trender Dare to fail
Innovation As Trend Micro Create new values for Trustworthiness Innovation
society Does what one says and Think outside of
As a Trender No ego, be authentic says what one means box
Trustworthiness As Trend Micro Be sincere and be
consistent
(Example of actions)

Culture Map
Trend Micro Norm

World Cafe
Source: http://www.theworldcafe.com/
What is World Café?
It's a simple yet powerful method for

creating meaningful and cooperative
dialogue around questions
participants perceive to truly matter.

World Café
Question
How can we effectively apply

TLC concepts & tools in Trend?

FOCUS ON THE
VISION

Steve’s closing video

TLC website @ Trend Micro CommUnity:
https://myhome.trendmicro.com/en/departments/hr/learnin
g/tlc/overview.htm?vwloc=en
Let’s have fun learning journey together!

Classification 4/19/2023

Trend Learning Circle 1&2 (P)

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Trend Learning Circle

2 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

• Have a balanced work and family life

3 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

Section 2: TLC Concepts and Tools

Section 3: Learning Organization

Section 4: Trend’s Culture

4 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

Speak from the heart

Suspend Hear more

Treat others as you

5 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

Copyright 2009 Trend Micro Inc.

We encourage you to start this activity in all your meetings to

Classification 8 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

Copyright © 2009 Trend Micro Incorporated. All rights reserved.

11 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

Classification 12 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

(others) Unlock the

Copyright © 2009 Trend Micro Incorporated. All rights reserved.

Our individual and

Our Our Our Our

16 How we think & see!

Step 1: Group by birth order

Step 2: Each group should give their

17 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

18 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

Inferences Mental Model

Personal & Cultural Meaning

19 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

Classification 20 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

21 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

22 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

23 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

– Stay on your side of the fence:

• Receiver: Acknowledge the other person’s comment

• Reflect before you share and be open to hear the concern…

Thoughts Actions Results

INTERPRET Mental Models

25 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

26 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

28 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

29 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

30 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

31 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

What just happened?

Opportunity for Learning

What ‘s been happening?

SYSTEMIC STRUCTURE Creative

What are the forces at play

MENTAL MODELS Reflective

What about our thinking

36 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

What do you need to start a

What do you need to start a

How about a Software company?

38 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

Reactive Orientation Creative Orientation

Copyright © 2009 Trend Micro Incorporated. All rights reserved.

Classification 41 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

Performance = potential - interference

42 Copyright © 2009 Trend Micro Incorporated. All rights reserved.

43 Copyright © 2009 Trend Micro Incorporated. All rights reserved.