5 Contribute To Workplace Innovation

HOW TO USE THIS COMPETENCY-BASED LEARNING
MATERIAL
Welcome to the Module in Contributing to Workplace Innovation.

This module contains training materials and activities for you to complete.
The unit of competency “Contributing to Workplace Innovation”
contains knowledge skills and attitudes required for Contact Tracing Level
II. It is one of the specialized modules at National Certificate level (NCII).
You are required to go through a series of learning activities in order
to complete each outcome of the module. In each learning outcome are
Information Sheets, Self-Checks and Job Sheets. (Reference Materials for
further reading to help you better understand the required activities). Follow
these activities on your own and answer the self-check, perform the Job
Sheet using the Performance Criteria Checklist at the end of each learning
outcome. You may remove a blank answer sheet at the end of each module
(or get one from your facilitator/trainer) to write your answer for each self-
check. If you have questions, don’t hesitate to ask your facilitator for
assistance.
Recognition of Prior Learning (RPL)
You may already have some of the most of the knowledge and skills
covered in this learner’s guide because you have:
 been working for some time
 Already complete training in this area
If you can demonstrate to your trainer that you are already competent
in a particular skill or skills talk to him/her about having them formally
recognized so you don’t have to do the same training again. If you have a
qualification or Certificate of Competency from previous training, show it to
your trainer. If the skill you acquired is still current and relevant to the
unit/s of competency they may become part of the evidence you may
present to RPL. If you are not sure about the currency of your skills, discuss
with your trainer.
At the end of this module is a Learner’s Diary. Use this diary to record
important date, jobs undertaken and other workplace events that will assist
you in providing further details to your trainer or assessor. A Record of
Achievement is also provided for your trainer to complete once you complete
the module.
Date Developed: September 2020 Document No.

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Tracing Level II Date Revised:
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Contributing to
workplace Developed By: Page 1 of 142
innovation Czarina Ruby M.
Pedereche Revision #
This module was prepared to help you achieve the required
competency, in. This will be the source of information for you to acquire
knowledge and skill into this particular trade independently and at your
own pace, with minimum supervision or help from your instructor.
 Talk to your trainer and agree on how you will both organize the
Training of this unit. The though the module carefully. It is divided
into section, which cover all the skills and knowledge you need to
successfully complete this module
 Work through all the information and complete the activities in

each section. Read information sheets and job sheets and complete
the self-check and perform the procedural checklist. Suggested
references are included to supplement the materials in this
module.
 Most probably your trainer will also be your supervisor or manager.

He / She are there to support you show you the correct way and
show you to do things.
 Your trainer will tell you about the important things you need to
consider when you are completing activities and it is important
that you listen and take notes.
 You will be given plenty of opportunity to ask question and practice

on the job. Make sure you practice your new skills during regular
work shifts. This way you will improve both your speed and
memory and also your confidence.
 Talk to more experience workmates and ask for their guidance.
 Use the self-check question at the end of each section to test your
own progress.
 When you are ready, ask your trainer to watch you perform the
activities outlines in this module.
As you work through the activities, ask for written feedback on your
progress. Your trainer keeps feedback/pre assessment reports for this
reason. When you have successfully completed each
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element, ask your trainer to mark on the reports that you are ready
for assessment.
 When you have complete this module (or several module), and fell
confident that you have had sufficient practice, your trainer will
arrange an appointment with registered assessor to assess you.
The result of your assessment will be recorded in your
Competency Achievement Record.

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LIST OF COMPETENCIES
Competency Unit of
Module Tittle Code
Number Competency
Participating in
1 Participate in workplace 400311210
workplace communication
communication
Working in team
2 Work in team 400311211
environment
environment
3 Solve/address Solving/addressing 400311212

General Workplace General Workplace
Problems Problems
4 Develop career Developing career 400311213

and life decisions and life decisions
5 Contribute to Contributing to 400311214

workplace workplace
innovation innovation
6 Present relevant Presenting relevant 400311215

information information
7 400311216
Practice Practicing
Occupational Occupational
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safety and health safety and health
policies and policies and
procedures procedures
Exercise efficient Exercising efficient

8 and effective and effective 400311217
sustainable sustainable
practices in the practices in the
workplace workplace
Practice Practicing
9 entrepreneurial entrepreneurial 400311218
skills in the skills in the
workplace workplace

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MODULE CONTENT
MODULES OF INSTRUCTION
UNIT OF COMPETENCY: Contribute to Workplace Innovation

MODULE TITLE : Contributing to Workplace Innovation
MODULE DESCRIPTOR: This module covers the knowledge, skills and
attitudes required to identify opportunities to
do things better, discuss and develop ideas
with others and integrate ideas for change in
the workplace.
NOMINAL DURATION : 3 hours
SUMMARY OF LEARNING OUTCOMES:
Upon completion of this module, the trainee/students must be able to:
LO 1. Identify opportunities to do things better
LO 2. Discuss and develop ideas with others
LO 3. Integrate ideas for change in the workplace
ASSESSMENT CRITERIA:
1. Opportunities for improvement are identified proactively in own area of work.

2. Information are gathered and reviewed which may be relevant to ideas and which might
assist in gaining support for idea.
3. People who could provide input to ideas for improvements are identified.
4. Ways of approaching people to begin sharing ideas are selected.
5. Meeting is set with relevant people.
6. Ideas for follow up are review and selected based on feedback.
7. Critical inquiry method is used to discuss and develop ideas with others
8. Critical inquiry method is used to integrate different ideas for change of key people
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9. Summarizing, analyzing and generalizing skills are used to extract salient points in the pool
of ideas.
10.Reporting skills are likewise used to communicate results.
11.Current Issues and concerns on the systems, processes and procedures, as well as the need
for simple innovative practices are identified

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LEARNING IDENTIFY OPPURTUNITIES TO DO THINGS
OUTCOME 1 BETTER
CONTENT:
1. Nine self-management strategies according to Robert Kelley
2. Enablers and barriers in achieving personal and career goals
3. Barrier of Communication
4. Self-discipline
ASSESSMENT CRITERIA
1. Self-management strategies are identified
2. Skills to work independently and to show initiative, to be
conscientious, and persevering in the face of setbacks and
frustrations are developed
3. Techniques for effectively handling negative emotions and
unpleasant situation in the workplace are examined.
CONDITIONS:
The following resources must be provided:
Pens, papers and writing implements

Cartolina/Manila Papers
Manuals
Printed CBLM
Video PowerPoint in CD Format
 Learning Management System
METHODOLOGIES
 Online or Offline lecture using e-Materials

 Use of self-paced Learning Materials or CBLM
 Interactive Lecture
 Appreciative Inquiry
 Demonstration
 Group work
ASSESSMENT METHODS:
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 Psychological and behavioral Interviews
 Performance Evaluation
 Life Narrative Inquiry
 Review of portfolios of evidence and third-party workplace reports of
on the job performance
 Standardized assessment of character strengths and virtues applied

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LEARNING EXPERIENCES
Learning Outcome # 1
DISCUSS AND DEVELOP IDEAS WITH OTHERS
Learning Activities Special Instruction
1. Read Information Sheet 5.1-1

on Roles of individuals in Compare answers with Answer Key
suggesting and making 5.1-1
improvements then answer
Self-Check 5.1-1
Compare answers with Answer Key
on Positive impacts and
challenges in innovation then 5.1-2
answer Self-Check 5.1-2
on Types of Changes and
Responsibility then answer 5.1-3
Self-Check 5.1-3
on Seven Habits of Highly
Effective Peoplethen answer 5.1-4
Self-Check 5.1-4

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INFORMATION SHEET 5.1-1
Roles of Individuals in Suggesting and Making Improvements

Learning Objectives: After reading this INFORMATION SHEET, you MUST
be able to:
1. Identify the roles of every individual in making improvements

2. Know how can an individual make contributions to make
improvements.
Why should you have clearly defined roles and responsibilities within the
organization?
Think of a man who found out that he just won a tract of land in a lottery.
The tract of land is located in an area he has never been to before, but it
doesn’t matter, because he already knows what he is going to do with it.
He’s going to build a house with his own hands and he will get started right
away.
Immediately, he went to a hardware store and purchased the materials he

would need to build a house. He knows exactly what type of house it will be
and how it will look like in the end.
When he arrived at the area where his prized land is located – with all
building materials in tow – he was surprised to find that it was no bigger
than a parking space that can fit two automobiles.
In short, he immediately took action, deciding the materials without first

making sure what the tract of land is actually ideal for.
That is somewhat similar to hiring people outright, without first knowing the
type of people that you actually need.
Defining the roles and responsibilities of members in your organization is

important for several reasons:
Hiring the right people for the job.

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From the beginning, having clearly defined roles will enable management to
identify the type of people they will need, so they can proceed to targeting
and hiring the most qualified candidates for the job.
Improved collaboration between and among members and teams within

the organization.
If each employee’s role and responsibilities are defined clearly, there are
higher chances of collaboration and sharing of work becoming more
successful. This also works clearly when you have different groups of people
working together. It is not enough that you have clearly defined the roles
and responsibilities of each group; you should also make sure that their
individual roles are just as definite, since it makes for better teamwork if
each employee is aware of what they are bringing to the table and what is
expected of them. This will also reduce the possibilities of
misunderstandings and disputes, especially those that are related to
authority.
Development of strong teams.

Teamwork is one of the vital ingredients in organizational success, and
strong teams are composed of individuals who know what they are supposed
to do, and what they are responsible for. If management is able to
communicate to its teams and team members their responsibility and
accountability properly, then they will have stronger teamwork, leading to
higher productivity and better results.
Improved overall effectiveness and efficiency.

All the above will result in higher efficiency and effectiveness in how the
business is run. Finding a good fit or match between jobs and people will
lessen and even eliminate errors and mistakes, and improve quality of work.
There will be lesser instances of delays and backlogs brought about by
misunderstanding when it comes to roles of employees, and they will have a
strong sense of responsibility towards their job and the organization.
Redundancies are also avoided, and job distribution will be improved. For
example, they might discover that one person is currently doing the work of
three people, while three people are doing practically the same thing. In the
long run, these could result in cost savings for the organization and a more
efficient use of its resources.

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In the end, it all boils down to one thing: defining the roles and
responsibilities will aid the organization or business in becoming successful
and ultimately attaining all its goals.
Continual Improvement Roles & Responsibilities
There are opportunities for everyone to be engaged in continual

improvement. Efficiency and effectiveness increases with clarity. See the
roles and associated responsibilities.
Improvement Champion / Leader

· Educate self and others
· Provide improvement coaching & mentorship
· Focus and support the cultural transformation
· Involve stakeholders in supporting the improvements
· Lead the creation and routine support of the CI Leadership team and
the annual planning process
· Steward the implementation of CI
· Build and lead a core CI team
· Measure results and use them to drive learning
· Ensure sharing of information and ideas
· Facilitate problem solving methods (e.g.; Mapping, Kaizen, etc.…)
Improvement / Process Owner

· Individual(s) who own the improved work process following the project
· Communicate process activities, issues and successes
· Assist in process training
· Track process/team measures
· Encourage ongoing identification of issues & solutions and process
problem solving
Individual Contributor
· Receive education
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· Openly identify and discuss problems
· Identify, evaluate, and implement individual or small team workplace
and work process improvements
· Measure, sustain, and improve upon yesterday’s solutions
· Participate on improvement projects and events
· Increase rate of improvement in daily activities
· Increase effectiveness of solutions
Leadership Team
· Establish the environment (“Problems are Gold!”)
· Provide organization improvement focus and leadership
· Use data and information to guide decision making
· Assure the achievement of the Improvement Plan
· Provide financial and human resources and resolve barriers
· Track program progress
· Coach and provide feedback to the organization; Communicate
progress
· Recognize performance and publicly celebrate success
· Work to unlock the potential of people
· Identify replication of improvement activities and results for these
projects
· Role Model desired behaviors
· Select new leaders based on organization and improvement culture
values
Organization Leader
· Accountable for achieving the improvement goals
· Communicate improvement plans & progress
· Recognize & reward efforts
Project Leader
· Achieve the project goal within the project timeline.

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· Lead the project team through project planning & execution
· Lead (or co-lead with the QI Leader) development of project plans
· Manage execution of plan
· Secure resources for team
· Participate in Leadership Team
· Manage tasks and actions
· Measure improvement results
· Identify, raise, and help resolve barriers and issues to program
leadership for support
· Manage change (within the project team and with stakeholders &
supporters as a result of this project)
· Handoff to the process owners(s) and work process teams
· Project documentation to share learnings and prepare for replication
· Communicate project results, measures, barriers, & accelerators
Project Team
· Actively participate in achieving the desired project goals & targets
· Participate in Project planning session
· Participate in Team working sessions
· Responsible for improvement events and activities (data collection,
problem solving, solution development, testing and learning)
· Installing the process effectively including constructing job aids and
training materials for the new process
· Responsible for following up on open action items after the
conclusion of the event
· Create a smooth transition to the work process teams, supporters,
and stakeholders
Project Sponsor(s)
· Individuals, Supervisors, and Work Process Leaders who fully support
this project and activities, time commitment, and results and publicly
support the change out in the community

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Stakeholders
· Agencies, Organizations, Teams, Individuals, and Customers that may
be impacted by project changes (+ or –)
· Provide feedback
· Test solutions
· Adopt or replicate the improvements
Self-Check 5.1-1
Enumeration: Give at least 5 responsibilities of a Project leader

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Answer Key 5.1-1
Project Leader

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Positive Impacts and Challenges in Innovation

be able to:
1. Identify the positive impacts of Innovation

2. Identify the challenges of innovation.
The ability to innovate is the key to long-term corporate success. Without

innovation, companies will not survive in the long term. This is also clearly
shown by an analysis of the S&P 500 Index, which shows an enormous
reduction in the length of stay of listed companies: While in 1960 the
average service life of a company was around 60 years, today it is only
around 18 years. The replacement of old companies by new, fast-growing
start-ups is constantly on the increase. Why innovation management should

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be implemented and actively operated in every company against this
background is explained in this article.
1. Securing a sustainable competitive advantage
In order to secure a sustainable competitive advantage, companies must be

creative and develop new ideas "out of the box". Innovative spirit and
strategically oriented innovation management ensure the competitiveness of
SMEs and large corporations in the medium and even long term. Above
all, innovative employees are an enormously valuable resource in this
respect. Successful companies do not see innovation as a by-product, but
implement innovative thinking in their organization and in this way use the
potential of their employees. You can read how this can succeed in our
article "
2. Fast reaction to changing conditions
Companies are facing great challenges as a result of ever faster change.

Governments are changing, new laws are being passed, what was previously
illegal can suddenly become legal or vice versa. In addition, there are
constantly new technology standards, more demanding customers and
trends that can pop up relatively quickly. A few years ago, for example, the
environmental trend focused on a few areas; today, everything has to be
environmentally friendly, ecologically sustainable or organic. In order to
adapt quickly to these changes, innovation is a must. Companies involved in
innovation and innovation management are able to react quickly and will
continue to be successful in the future.
3. Market growth and differentiation
A direct threat to a company is posed by new market participants entering

with a new business model or the same business model or product or
service at a lower price. The company must then differentiate itself through
innovation in order to stand out from the competition on the existing
market. Even small product innovations can protect against imitation and
be used as levers for market growth and differentiation. Very high
differentiation is achieved with business model innovations.

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4. Development of new markets and target groups
Innovations make it possible to enter a new market and open up new target
groups. With a market innovation, for example, you can penetrate new
industries by transferring technologies used in the company to new fields of
application (for example: passenger transport and meal delivery). However, it
is often necessary to adapt not only the technology, marketing or service,
but also the products and the business model to the requirements of the
new industry. A market innovation then quickly becomes New Business
Development. How you can efficiently organize the search and development
of new business areas and target groups can be read in our article "New
Business Development: 3 Tips on how to successfully develop new target
groups".
5. Efficiency increase and cost reduction in the company
Innovation can lead to a reduction in production costs. Process innovations,

for example, can sustainably and significantly increase a company's
effectiveness and efficiency. Using the example of the Voith Group, we
demonstrated how a new process could be developed using the LEAD User
Method, which saved up to 50 percent energy compared to the old method.
6. Added value for society
Innovations often also create added value for society. Particularly in the
medical field, smart technologies offer new forms of treatment and an
enormous facilitation for home care. Reducing the consumption of resources
by companies and private individuals through innovative technologies is
another example of social added value - be it resource-saving packaging
or sustainable solutions in the textile industry.
5 Challenges of Innovation in Business
The process of innovation is not always smooth. It often requires a specific

environment to be in place so the people involved are encouraged, as well as
enabled, to generate ideas freely – ideas that can truly propel projects
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forward. The right tools must also be in place for the innovative process to
offer as much value as possible.
Innovation is a major factor in terms of organizational growth and success.

Generating a culture of innovation in your company is a critical initiative
today but despite this, many businesses combat internal challenges that
slow the innovative process. Below are 5 common challenges of innovation
in business today.
Missed Innovation Strategy
One of the most important elements of taking your organization from an

emerging newcomer to an established brand, is your company’s innovation
strategy. Constant innovation enables your business to remain constantly
proactive rather than reactive. An innovation strategy helps to define the
direction of innovation and the implementation of operations. Without an
innovation strategy in place, your organization may be missing the mark,
and a misalignment of your innovation efforts is a risk you are taking.
Employees are Not Motivated or Empowered
A number of managers erroneously believe that innovation will prove to be

more of a hindrance than a help in the company when it comes to employees
focus, fearing that innovation will distract them from their daily duties. As a
result, employees are not empowered to innovate. Employees need the
freedom to take risks and/or try new ideas but this internal innovation
cannot be accomplished without the support of managers and other
leadership.
When employees do feel empowered, they also need motivation. Employee

motivation for the sake of innovation can come in many forms, including
contests, incentive programs for inventors or simply time set aside for
unstructured employee innovation.
Innovation Takes Place in One Group Alone
Many organizations delegate the role of innovation to one functional group,

such as product development or research & development. Some fall into the
myth that the most innovative ability lies in one functional group which is a

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hindrance to organizational innovation. Each department within an
organization offers unique perspectives on problems. By failing to adequately
use all of the resources in an organization, leaders who opt for tasking only
one functional group with the role of innovation are at risk of losing out on
truly successful organizational innovation.
Lack of Collaboration
The key to innovation is collaboration – both internally and externally.

Customers, industry partners and competitors can all be put to use to drive
a company’s innovation forward in the industry.
Missed Customer Connections
Customer feedback is incredibly important when it comes to innovative

success. Customer empathy is a must-have for all businesses in order to
truly understand changes in demand, while reaching for the goal to meet
future trends. Stay on top of listening for customer feedback and you will
find an organizational roadmap for problems that need to be solved next.
Self-Check 5.1-2
TRUE or FALSE: Read and analyze each sentence written below then write
True if the statement is correct and False if it is incorrect.
1. The ability to innovate is the key to long-term corporate success.

2. In order to secure a sustainable competitive advantage, companies
must be creative and develop new ideas "out of the box".
3. Successful companies do not see innovation as a by-product, but
implement innovative thinking in their organization and in this way
use the potential of their employees.
4. Companies are facing great challenges as a result of slower change.
5. The right tools must not be in place for the innovative process to
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6. A direct threat to a company is posed by new market participants
entering with a new business model or the same business model or
product or service at a lower price.
7. A number of managers erroneously believe that innovation will
prove to be more of a hindrance than a help in the company when it
comes to employees focus, fearing that innovation will distract them
from their daily duties.
8. When employees do not feel empowered, they also need motivation.
9. Inconsistent innovation enables your business to remain constantly
proactive rather than reactive.
10. Customer feedback is incredibly important when it comes to
innovative success.
Answer Key 5.1-2
1. True
2. True
3. True
4. False
5. False
6. True
7. True
8. False
9. False
10. True

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Types of Changes and Responsibility

be able to:
1. Identify the different types of change.

2. Define the difference of changes and the responsibility of the
individual.
Happened Change
This kind of change is unpredictable in nature and is usually takes place

due to the impact of the external factors. Happened change is profound and
can be traumatic as it’s consequences are unknown and out of direct
control. This kind of a change happens when an organization reaches the
plateau stage in its life cycle and gets victimized by the environmental
pressures or demands. For example, currency devaluation may adversely
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affect the business of those organizations who have to depend upon
importing of raw materials largely. In certain cases, some political, as well as
social changes, are unpredictable and uncontrollable.
Reactive Change
Changes which take place in response to an event or a chain of various

events can be termed as Reactive Change. Most of the organizations indulge
in reactive change. This kind of change usually occurs when there is an
increase or decrease in the demand for company’s products or services. It
can also be a response to a problematic situation or a crisis which an
organization may be faced with. For example, due to the advancements in
technology or growing technological changes, an organization may be forced
to invest more in technology to stay ahead to face the stiff competition.
Recreation can also be regarded as a reactive change, which involves the
entire organization and occurs during the stage when an organization is
undergoing a serious crisis.
Anticipatory Change
If a change is implemented with prior anticipation of the happening of an

event or a chain of events, it is called as anticipatory change. Organizations
may either tune in or reorient themselves as an anticipatory measure to face
the environmental pressures. Tuning in essentially involves implementing
incremental changes which mean dealing with the subsystems individually
or just with the part of a system. Reorientation essentially involves changing
the organization from the existing state to a desired futuristic state as an
anticipatory measure and then dealing with the entire process of transition.
Planned Change
Planned change is also regarded as the developmental change which is

implemented with the objective of improving the present ways of operation
and to achieve the pre-defined goals. Planned change is calculated and is
not threatening as in this the future state is being chosen consciously. The
introduction of employee welfare measures, changes in the incentive system,
introduction of new products and technologies, organizational restructuring,
team building, enhancing employee communication as well as technical
expertise fall under the category of Planned Change.
Incremental Change
Change which is implemented at the micro level, units or subunits can be

regarded as incremental change. Incremental changes are introduced or
implemented gradually and are adaptive in nature. It is based on the
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assumption that these small changes will ultimately result in a large change
and establish the basis for forming a much healthier and a robust system. It
even offers an opportunity to an organization to learn from its very own
experiences and create the adaptive mechanisms for meeting the ultimate
organizational vision. The extent of damage due to a failed incremental
change effort is expected to be much lesser than the change which is
implemented on a large scale or introduced universally.
Operational Change
This kind of change becomes a requirement or the need when an

organization is faced with competitive pressures as a result of which the
focus is laid more on quality improvement or improvement in the delivery of
services for an edge over the competitors. Similarly, changes in the
customer’s buying patterns or demands or the internal dynamics of an
organization equally necessitate the implementation of operational change.
Operational change as the name implies means introducing changes in the
existing operations for realizing the intended goals. This may include
bringing in changes in the current technology, improving/re-engineering the
existing work processes, improving the distribution framework or the
product delivery, better quality management and improving the coordination
at an inter-departmental level.
Strategic Change
Strategic Change is usually implemented at the organizational level, which

may affect the various components of an organization and also the
organizational strategy. A change in the management style in an
organization could be considered as an example of strategic change. A
multinational organization like Toyota has taken a step ahead in bringing in
a change in the overall organizational philosophy for availing the advantages
of being a leaner organization structurally, flexibility, decentralized decision
making and functioning of organizations and equally allows a greater extent
of freedom or autonomy in implementing proactive decisions. This kind of
change is expected to have a cascading effect on the entire organization and
accordingly would be having an influence on the overall performance.
Directional Change
Directional change may become a necessity due to the increasing

competitive pressures or due to rapid changes in the governmental control
or policies, which may include changes in the import/export policies, pricing
structure and taxation policies, etc. Directional change can also become
imperative when an organization lacks the capability of

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implementing/executing the current strategy effectively or during the
circumstances when a strategic change is required.
Fundamental Change
Fundamental Change essentially involves the redefinition of organizational

vision/mission. This may be required during extremely volatile
circumstances like volatility in the business environment, failure of the
leadership, a decline in productivity as well as the overall turnover or
problems with the morale of the employee.
Total Change
A Total Change involves change in the organizational vision and striking a

harmonious alignment with the organizational strategy, employee morale
and commitment as well as with the business performance. Total Change
becomes a requirement during those circumstances when an organization is
faced with many criticalities such as long-term business failure,
incongruence between the employee and organizational values, failure of
leaders/management in anticipating the realities of business environment or
the growing competitive pressures and concentration of power in the hands
of few. A new organizational vision along with major strategic changes as
well as complete organizational surgery can be the only solution at this
point of time.
Self-Check 5.1-3
Identification: Read each sentence given below and identify what is being
described.
1. This kind of change is unpredictable in nature and is usually takes

place due to the impact of the external factors.
2. Changes which take place in response to an event or a chain of
various events
3. If a change is implemented with prior anticipation of the happening
of an event or a chain of events, it is called as anticipatory change.
4. Is also regarded as the developmental change which is implemented
with the objective of improving the present ways of operation and to
achieve the pre-defined goals.
5. Change which is implemented at the micro level, units or subunits
can be regarded as incremental change.
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6. This kind of change becomes a requirement or the need when an
organization is faced with competitive pressures as a result of which
the focus is laid more on quality improvement or improvement in
the delivery of services for an edge over the competitors.
7. Is usually implemented at the organizational level, which may affect
the various components of an organization and also the
organizational strategy.
8. May become a necessity due to the increasing competitive pressures
or due to rapid changes in the governmental control or policies,
which may include changes in the import/export policies, pricing
structure and taxation policies, etc.
9. Essentially involves the redefinition of organizational
vision/mission.
10. Involves change in the organizational vision and striking a
harmonious alignment with the organizational strategy, employee
morale and commitment as well as with the business performance.
Answer Key 5.1-3
1. Happened Change
2. Reactive Change
3. Anticipatory Change
4. Planned Change
5. Incremental Change
6. Operational Change
7. Strategic Change
8. Directional Change
9. Fundamental Change
10. Total Change

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Information Sheet 5.1-3
7 Habits of Highly Effective People

be able to:
1. Identify the 7 habits of highly effective people.

2. Define the 7 habits of highly effective people
7 Habits of Highly Effective People Summary

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The 7 Habits of Highly Effective People by Stephen R. Covey is a self-
improvement book. It is written on Covey's belief that the way we see the
world is entirely based on our own perceptions. In order to change a given
situation, we must change ourselves, and in order to change ourselves, we
must be able to change our perceptions.
We all want to succeed. And one path to success is identifying the habits
that can help us on our journey.
I recommend starting that path by reading Stephen Covey's best-selling

book, The 7 Habits of Highly Effective People. Don't have time to read all
432 pages?
Download Now: Free Guide on Maximizing Productivity
I get it -- most of us don't. That's why we summarized the entire book for
you below.
1. Be Proactive
2. Begin with the End in Mind
3. Put First Things First
4. Think Win-Win
5. Seek First to Understand, Then to Be Understood
6. Synergize
7. Sharpen the Saw
What habits do highly effective people have?

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The book opens with an explanation of how many individuals who have
achieved a high degree of outward success still find themselves struggling
with an inner need for developing personal effectiveness and growing
healthy relationships with other people.
Covey believes the way we see the world is entirely based on our own
perceptions. In order to change a given situation, we must change ourselves,
and in order to change ourselves, we must be able to change our
perceptions.
In studying over 200 years of literature on the concept of "success," Covey

identified a very important change in the way that humans have defined
success over time.
In earlier times, the foundation of success rested upon character ethic

(things like integrity, humility, fidelity, temperance, courage, justice,
patience, industry, simplicity, modesty, and the Golden Rule). But starting
around the 1920s, the way people viewed success shifted to what Covey
calls "personality ethic" (where success is a function of personality, public
image, attitudes, and behaviors).
These days, people look for quick fixes. They see a successful person, team,
or organization and ask, "How do you do it? Teach me your techniques!" But
these "shortcuts" that we look for, hoping to save time and effort and still
achieve the desired result, are simply band-aids that will yield short-term
solutions. They don't address the underlying condition.
"The way we see the problem is the problem," Covey writes. We must allow
ourselves to undergo paradigm shifts -- to change ourselves fundamentally
and not just alter our attitudes and behaviors on the surface level -- in order
to achieve true change.

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That's where the seven habits of highly effective people come in:
 Habits 1, 2, and 3 are focused on self-mastery and moving from dependence

to independence.
 Habits 4, 5, and 6 are focused on developing teamwork, collaboration, and

communication skills, and moving from independence to interdependence.
 Habit 7 is focused on continuous growth and improvement and embodies all

the other habits.
1. Be Proactive
Quick Summary:
We're in charge. We choose the scripts by which to live our lives. Use this
self-awareness to be proactive and take responsibility for your choices.
The first habit that Covey discusses is being proactive. What distinguishes
us as humans from all other animals is our inherent ability to examine our
own character, to decide how to view ourselves and our situations, and to
control our own effectiveness.
Put simply, in order to be effective one must be proactive.
Reactive people take a passive stance -- they believe the world is happening
to them. They say things like:
 "There's nothing I can do."

 "That's just the way I am."
They think the problem is "out there" -- but that thought is the problem.
Reactivity becomes a self-fulfilling prophecy, and reactive people feel
increasingly victimized and out of control.

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Proactive people, however, recognize they have responsibility -- or "response-
ability," which Covey defines as the ability to choose how you will respond to
a given stimulus or situation.
In order to be proactive, we must focus on the Circle of Influence that lies

within our Circle of Concern-- in other words, we must work on the things
we can do something about.
The positive energy we exert will cause our Circle of Influence to expand.
Reactive people, on the other hand, focus on things that are in their Circle of
Concern but not in their Circle of Influence, which leads to blaming external
factors, emanating negative energy, and causing their Circle of Influence to
shrink.
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Key Lessons:
Challenge yourself to test the principle of proactivity by doing the following:
1. Start replacing reactive language with proactive language.

Reactive = "He makes me so mad."
Proactive = "I control my own feelings."
2. Convert reactive tasks into proactive ones.
Quick Summary:
Start with a clear destination in mind. Covey says we can use our
imagination to develop a vision of what we want to become and use our
conscience to decide what values will guide us.
Most of us find it rather easy to busy ourselves. We work hard to achieve

victories -- promotions, higher income, more recognition. But we don't often
stop to evaluate the meaning behind this busyness, behind these victories --
we don't ask ourselves if these things that we focus on so intently are what
really matter to us.
Habit 2 suggests that, in everything we do, we should begin with the end in
mind. Start with a clear destination. That way, we can make sure the steps
we're taking are in the right direction.

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Covey emphasizes that our self-awareness empowers us to shape our own
lives, instead of living our lives by default or based on the standards or
preferences of others.
Beginning with the end in mind is also extremely important for businesses.
Being a manager is about optimizing for efficiency. But being a leader is
about setting the right strategic vision for your organization in the first
place, and asking, "What are we trying to accomplish?"
Before we as individuals or organizations can start setting and achieving

goals, we must be able to identify our values. This process may involve some
rescripting to be able to assert our own personal values.
Rescripting, Covey explains, is recognizing ineffective scripts that have been

written for you, and changing those scripts by proactively writing new ones
that are built of your own values.

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It is also important to identify our center. Whatever is at the center of our
life will be the source of our security, guidance, wisdom, and power.
Our centers affect us fundamentally -- they determine our daily decisions,

actions, and motivations, as well as our interpretation of events.

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However, Covey notes that none of these centers are optimal and that
instead, we should strive to be principle-centered. We should identify the
timeless, unchanging principles by which we must live our lives. This will
give us the guidance that we need to align our behaviors with our beliefs
and values.
Key Lessons:
Challenge yourself to test the principle of beginning with the end in mind by
doing the following:
1. Visualize in rich detail your own funeral. Who is there? What are they
saying about you? About how you lived your life? About the relationships
you had? What do you want them to say? Think about how your priorities
would change if you only had 30 more days to live. Start living by these
priorities.
2. Break down different roles in your life -- whether professional,
personal, or community -- and list three to five goals you want to achieve for
each.
3. Define what scares you. Public speaking? Critical feedback after writing
a book? Write down the worst-case scenario for your biggest fear, then
visualize how you'll handle this situation. Write down exactly how you'll
handle it.
Quick Summary:
In order to manage ourselves effectively, we must put first things first. We

must have the discipline to prioritize our day-to-day actions based on what
is most important, not what is most urgent.
In Habit 2, we discussed the importance of determining our values and

understanding what it is we are setting out to achieve. Habit 3 is about

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actually going after these goals, and executing on our priorities on a day-to-
day, moment-to-moment basis.
In order to maintain the discipline and the focus to stay on track toward our
goals, we need to have the willpower to do something when we don't want to
do it. We need to act according to our values rather than our desires or
impulses at any given moment.
All activities can be categorized based on two factors: Urgent and important.
Take a look at this time management matrix:
We react to urgent matters. We spend our time doing things that are not
important. That means that we neglect Quadrant II, which is the actually
most crucial of them all.

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If we focus on Quadrant I and spend our time managing crises and
problems, it keeps getting bigger and bigger until it consumes us. This leads
to stress, burnout, and constantly putting out fires.
If we focus on Quadrant III, we spend most of our time reacting to matters
that seem urgent, when the reality is their perceived urgency is based on the
priorities and expectations of others. This leads to short-term focus, feeling
out of control, and shallow or broken relationships.
If we focus on Quadrant IV, we are basically leading an irresponsible life.
This often leads to getting fired from jobs and being highly dependent on
others.
Quadrant II is at the heart of effective personal management. It deals with
things like building relationships, long-term planning, exercising,
preparation -- all things we know we need to do but somehow seldom get
around to actually doing because they don't feel urgent.
In order to focus our time in Quadrant II, we have to learn how to say "no" to
other activities, sometimes ones that seem urgent. We also need to be able
to delegate effectively.

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Plus, when we focus on Quadrant II, it means we're thinking ahead, working
on the roots, and preventing crises from happening in the first place! This
helps us implement the Pareto Principle -- 80% of your results come from
20% of your time.
We should always maintain a primary focus on relationships and results,

and a secondary focus on time.
"Think effectiveness with people and efficiency with things." -Stephen Covey
Key Lessons:
Here are some ways you can practice putting first things first:
1. Identify a Quadrant II activity you've been neglecting. Write it down

and commit to implementing it.
2. Create your own time management matrix to start prioritizing.
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3. Estimate how much time you spend in each quadrant. Then log your
time over 3 days. How accurate was your estimate? How much time did you
spend in Quadrant II (the most important quadrant)?
4. Think Win-Win
Quick Summary:
In order to establish effective interdependent relationships, we must
commit to creating Win-Win situations that are mutually beneficial and
satisfying to each party.
Covey explains that there are six paradigms of human interaction:
1. Win-Win: Both people win. Agreements or solutions are mutually

beneficial and satisfying to both parties.
2. Win-Lose: "If I win, you lose." Win-Lose people are prone to use position,
power, credentials, and personality to get their way.
3. Lose-Win: "I lose, you win." Lose-Win people are quick to please and
appease, and seek strength from popularity or acceptance.
4. Lose-Lose: Both people lose. When two Win-Lose people get together --
that is, when two, determined, stubborn, ego-invested individuals interact --
the result will be Lose-Lose.
5. Win: People with the Win mentality don't necessarily want someone else
to lose -- that's irrelevant. What matters is that they get what they want.
6. Win-Win or No Deal: If you can't reach an agreement that is mutually
beneficial, there is no deal.
The best option is to create Win-Win situations. With Win-Lose, or Lose-Win,

one person appears to get what he wants for the moment, but the results
will negatively impact the relationship between those two people going
forward.
The Win-Win or No Deal option is important to use as a backup. When we

have No Deal as an option in our mind, it liberates us from needing to

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manipulate people and push our own agenda. We can be open and really try
to understand the underlying issues.
In solving for Win-Win, we must consider two factors: Consideration and

courage. Take a look at the following chart:
"To go for Win-Win, you not only have to be nice, you have to be courageous." -
Stephen Covey
Another important factor in solving for Win-Win situations is maintaining

an Abundance Mentality, or the belief that there's plenty out there for
everyone.
Most people operate with the Scarcity Mentality -- meaning they act as
though everything is zero-sum (in other words, if you get it, I don't). People
with the Scarcity Mentality have a very hard time sharing recognition or
credit and find it difficult to be genuinely happy about other people's
successes.
When it comes to interpersonal leadership, the more genuine our character

is, the higher our level of proactivity; the more committed we are to Win-
Win, the more powerful our influence will be.
To achieve Win-Win, keep the focus on results, not methods; on problems,

not people.
Lastly, the spirit of Win-Win can't survive in an environment of competition.

As an organization, we need to align our reward system with our goals and
values and have the systems in place to support Win-Win.
Key Lessons:
Get yourself to start thinking Win-Win with these challenges:

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1. Think about an upcoming interaction where you'll be attempting to
reach an agreement or solution. Write down a list of what the other person
is looking for. Next, write a list next to that of how you can make an offer to
meet those needs.
2. Identify three important relationships in your life. Think about what
you feel the balance is in each of those relationships. Do you give more than
you take? Take more than you give? Write down 10 ways to always give
more than you take with each one.
3. Deeply consider your own interaction tendencies. Are they Win-Lose?
How does that affect your interactions with others? Can you identify the
source of that approach? Determine whether or not this approach serves
you well in your relationships. Write all of this down.
Email is one place we all quickly build poor habits. Rather than wasting
time by copying and pasting email templates that you use every day, we
recommend using HubSpot's free CRM to easily send personalized email
templates in Gmail and Outlook.
Quick Summary:
Before we can offer advice, suggest solutions, or effectively interact with

another person in any way, we must seek to deeply understand them and
their perspective through empathic listening.
Let's say you go to an optometrist and tell him that you've been having
trouble seeing clearly, and he takes off his glasses, hands them to you and
says, "Here, try these -- they've been working for me for years!" You put
them on, but they only make the problem worse. What are the chances
you'd go back to that optometrist?
Unfortunately, we do the same thing in our everyday interactions with

others. We prescribe a solution before we diagnose the problem. We don't
seek to deeply understand the problem first.

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Habit 5 says that we must seek first to understand, then to be understood.
In order to seek to understand, we must learn to listen.
We can't simply use one technique to understand someone. In fact, if a

person senses that we're manipulating her, she will question our motives
and will no longer feel safe opening up to us.
"You have to build the skills of empathic listening on a base of character that
inspires openness and trust." -Stephen Covey
To listen empathically requires a fundamental paradigm shift. We typically

seek first to be understood. Most people listen with the intent to reply, not
to understand. At any given moment, they're either speaking or preparing to
speak.
After all, Covey points out, communication experts estimate that:

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 10% of our communication is represented by our words
 30% is represented by our sounds
 60% is represented by our body language
When we listen autobiographically -- in other words, with our own

perspective as our frame of reference -- we tend to respond in one of four
ways:
1. Evaluate: Agree or disagree with what is said

2. Probe: Ask questions from our own frame of reference
3. Advise: Give counsel based on our own experience
4. Interpret: Try to figure out the person's motives and behavior based on
our own motives and behavior
But if we replace these types of response with empathic listening, we see
dramatic results in improved communication. It takes time to make this
shift, but it doesn't take nearly as long to practice empathic listening as it
does to back up and correct misunderstandings, or to live with unexpressed
and unresolved problems only to have them surface later on.
The second part of Habit 5 is " ... then to be understood." This is equally
critical in achieving Win-Win solutions.

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When we're able to present our ideas clearly, and in the context of a deep
understanding of the other person's needs and concerns, we significantly
increase the credibility of your ideas.
Key Lessons:
Here are a few ways to get yourself in the habit of seeking first to
understand:
1. Next time you're watching two people communicating, cover your

ears and watch. What emotions are being communicated that might not
come across through words alone? Was one person or the other more
interested in the conversation? Write down what you noticed.
2. Next time you give a presentation, root it in empathy. Begin by
describing the audience's point of view in great detail. What problems are
they facing? How is what you're about to say offering a solution to their
problems?
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6. Synergize
Quick Summary:
By understanding and valuing the differences in another person's

perspective, we have the opportunity to create synergy, which allows us to
uncover new possibilities through openness and creativity.
The combination of all the other habits prepares us for Habit 6, which is the
habit of synergy or "When one plus one equals three or more and the whole
is great than the sum of its parts."
For example, if you plant two plants close together, their roots will co-mingle
and improve the quality of the soil, so that both plants will grow better than
they would on their own.
Synergy allows us to create new alternatives and open new possibilities. It

allows us as a group to collectively agree to ditch the old scripts and write
new ones.
"Without doubt, you have to leave the comfort zone of base camp and confront
an entirely new and unknown wilderness." -Stephen Covey
So how can we introduce synergy to a given situation or environment? Start

with habits 4 and 5 -- you must think Win-Win and seek first to
understand.
Once you have these in mind, you can pool your desires with those of the
other person or group. And then you're not on opposite sides of the problem
-- you're together on one side, looking at the problem, understanding all the
needs, and working to create a third alternative that will meet them.
What we end up with is not a transaction, but a transformation. Both sides

get what they want, and they build their relationship in the process.

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By putting forth a spirit of trust and safety, we will prompt others to become
extremely open and feed on each other's insights and ideas, creating
synergy.
The real essence of synergy is valuing the differences -- the mental,

emotional, and psychological differences between people.
After all, if two people have the same opinion, one is unnecessary. When we
become aware of someone's different perspective, we can say, "Good! You see
it differently! Help me see what you see."
We seek first to understand, and then we find strength and utility in those
different perspectives in order to create new possibilities and Win-Win
results.

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Synergy allows you to:
 Value the differences in other people as a way to expand your perspective
 Sidestep negative energy and look for the good in others
 Exercise courage in interdependent situations to be open and encourage

others to be open
 Catalyze creativity and find a solution that will be better for everyone by
looking for a third alternative
Key Lessons:
1. Make a list of people who irritate you. Now choose just one person.
How are their views different? Put yourself in their shoes for one minute.
Think and pretend how it feels to be them. Does this help you understand
them better?
Now next time you're in a disagreement with that person, try to understand
their concerns and why they disagree with you. The better you can
understand them, the easier it will be to change their mind -- or change
yours.
2. Make a list of people with whom you get along well. Now choose just
one person. How are their views different? Now write down a situation where
you had excellent teamwork and synergy. Why? What conditions were met to
reach such fluidity in your interactions? How can you recreate those
conditions again?
7. Sharpen the Saw
Quick Summary:
To be effective, we must devote the time to renewing ourselves physically,

spiritually, mentally, and socially. Continuous renewal allows us to
synergistically increase our ability to practice each habit.
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Habit 7 is focused around renewal, or taking time to "sharpen the saw." It
surrounds all of the other habits and makes each one possible by preserving
and enhancing your greatest asset -- yourself.
There are four dimensions of our nature, and each must be exercised
regularly, and in balanced ways:
Physical Dimension: The goal of continuous physical improvement is to

exercise our body in a way that will enhance our capacity to work, adapt,
and enjoy.
To renew ourselves physically, we must:
 Eat well
 Get sufficient rest and relaxation
 Exercise on a regular basis to build endurance, flexibility, and strength
Focusing on the physical dimension helps develop Habit 1 muscles of

proactivity. We act based on the value of well-being instead of reacting to the
forces that keep us from fitness.
Spiritual Dimension: The goal of renewing our spiritual self is to provide

leadership to our life and reinforce your commitment to our value system.
To renew yourself spiritually, you can:
 Practice daily meditation
 Communicate with nature
 Immerse yourself in great literature or music
A focus on our spiritual dimension helps us practice Habit 2, as we

continuously revise and commit ourselves to our values, so we can begin
with the end in mind.
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Mental Dimension: The goal of renewing our mental health is to continue
expanding our mind.
To renew yourself mentally, you can:
 Read good literature
 Keep a journal of your thoughts, experiences, and insights
 Limit television watching to only those programs that enrich your life and
mind
Focusing on our mental dimension helps us practice Habit 3 by managing

ourselves effectively to maximize the use of our time and resources.
Social/Emotional Dimension: The goal of renewing ourselves socially is to

develop meaningful relationships.
To renew yourself emotionally, you can:
 Seek to deeply understand other people
 Make contributions to meaningful projects that improve the lives of others
 Maintain an Abundance Mentality, and seek to help others find success
Renewing our social and emotional dimension helps us practice Habits 4, 5,

and 6 by recognizing that Win-Win solutions do exist, seeking to understand
others, and finding mutually beneficial third alternatives through synergy.
"Not a day goes by that we can't at least serve one other human being by
making deposits of unconditional love." -Stephen Covey
As we focus on renewing ourselves along these four dimensions, we must

also seek to be a positive scripter for other people. We must look to inspire

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others to a higher path by showing them we believe in them, by listening to
them empathically, by encouraging them to be proactive.
The real beauty of the 7 Habits is that improvement in one habit

synergistically increases our ability to improve the rest.
Renewal is the process that empowers us to move along an upward spiral of

growth and change, of continuous improvement.
Key Lessons:
1. Make a list of activities that would help you renew yourself along
each of the 4 dimensions. Select one activity for each dimension and list it
as a goal for the coming week. At the end of the week, evaluate your
performance. What led you to succeed or fail to accomplish each goal?

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2. Commit to writing down a specific "sharpen the saw" activity in all
four dimensions every week, to do them, and to evaluate your performance
and results.
Self-Check 5.1-4
Enumeration: What are the 7 Habits of Highly effective people

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Answer Key 5.1-4
1. Be Proactive
4. Think Win-Win
6. Synergize
7. Sharpen the Saw

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LEARNING DISCUSS AND DEVELOP IDEAS WITH
OUTCOME 2 OTHERS
CONTENT:
1. Roles of individuals in suggesting and making improvements
2. Positive impacts and challenges in innovation
3. Types of changes and responsibility
4. Seven habits of highly effective people
ASSESSMENT CRITERIA
1. People who could provide input to ideas for improvements are
identified
2. Ways of approaching people to begin sharing ideas are selected
3. Meeting is set with relevant people
4. Ideas for follow up are review and selected based on feedback
Critical inquiry method is used to discuss and develop ideas with
others
CONDITIONS:

Manuals
Printed CBLM
METHODOLOGIES

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 Demonstration
 Group work
ASSESSMENT METHODS:


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Self-Check 5.2-1
Self-Check 5.2-3
Effective People then answer 5.2-4
Self-Check 5.2-4

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be able to:

improvements.
organization?
away.


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the organization.
authority.


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problem solving
Leadership Team
progress
projects
values
Organization Leader
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Project Leader
Project Team
and stakeholders

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Project Sponsor(s)
Stakeholders
· Provide feedback
· Test solutions
Self-Check 5.2-1

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Answer Key 5.2-1
Project Leader

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be able to:



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article "


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groups".


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in business today.


leadership.


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Self-Check 5.2-2


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innovative success.
Answer Key 5.2-2
11. True
12. True
13. True
14. False
15. False
16. True
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17. True
18. False
19. False
20. True

be able to:

individual.

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Happened Change

Reactive Change

Anticipatory Change

Planned Change

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Incremental Change

Operational Change

Strategic Change


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Directional Change

Fundamental Change

Total Change

point of time.
Self-Check 5.2-3
described.

various events
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vision/mission.
Answer Key 5.2-3
11. Happened Change

12. Reactive Change
14. Planned Change
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17. Strategic Change
20. Total Change


be able to:

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432 pages?
you below.
8. Be Proactive
11. Think Win-Win

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Contributing to
13. Synergize
14. Sharpen the Saw
perceptions.

success over time.


CBLM on Contact
Issued by:
Contributing to

to independence.


the other habits.
1. Be Proactive
Quick Summary:


CBLM on Contact
Issued by:
Contributing to



CBLM on Contact
Issued by:
Contributing to
shrink.
Key Lessons:

Quick Summary:


CBLM on Contact
Issued by:
Contributing to



CBLM on Contact
Issued by:
Contributing to


CBLM on Contact
Issued by:
Contributing to
and values.
Key Lessons:
priorities.
each.
handle it.
Quick Summary:



CBLM on Contact
Issued by:
Contributing to

CBLM on Contact
Issued by:
Contributing to
others.

CBLM on Contact
Issued by:
Contributing to
20% of your time.

Key Lessons:

CBLM on Contact
Issued by:
Contributing to
4. Think Win-Win
Quick Summary:


forward.


CBLM on Contact
Issued by:
Contributing to

Stephen Covey

everyone.
successes.


not people.

Key Lessons:

CBLM on Contact
Issued by:
Contributing to
meet those needs.
Quick Summary:



CBLM on Contact
Issued by:
Contributing to


speak.

CBLM on Contact
Issued by:
Contributing to

ways:


CBLM on Contact
Issued by:
Contributing to
Key Lessons:
understand:

problems?
CBLM on Contact
Issued by:
Contributing to
6. Synergize
Quick Summary:


new ones.

understand.


CBLM on Contact
Issued by:
Contributing to
synergy.

results.

CBLM on Contact
Issued by:
Contributing to

others to be open
Key Lessons:
them better?
yours.
conditions again?
7. Sharpen the Saw
Quick Summary:

CBLM on Contact
Issued by:
Contributing to

and enjoy.
 Eat well



CBLM on Contact
Issued by:
Contributing to
expanding our mind.
mind





CBLM on Contact
Issued by:
Contributing to


Key Lessons:

CBLM on Contact
Issued by:
Contributing to
and results.
Self-Check 5.2-4

CBLM on Contact
Issued by:
Contributing to Page 100 of
workplace Developed By:
142
Answer Key 5.2-4
1. Be Proactive
4. Think Win-Win
6. Synergize
7. Sharpen the Saw

CBLM on Contact
Issued by:
142
LEARNING DISCUSS AND DEVELOP IDEAS WITH
OUTCOME 2 OTHERS
CONTENT:
5. Roles of individuals in suggesting and making improvements
6. Positive impacts and challenges in innovation
7. Types of changes and responsibility
8. Seven habits of highly effective people
ASSESSMENT CRITERIA
5. People who could provide input to ideas for improvements are
identified
6. Ways of approaching people to begin sharing ideas are selected
7. Meeting is set with relevant people
8. Ideas for follow up are review and selected based on feedback
Critical inquiry method is used to discuss and develop ideas with
others
CONDITIONS:

Manuals
Printed CBLM
METHODOLOGIES

CBLM on Contact
Issued by:
142
 Demonstration
 Group work
ASSESSMENT METHODS:


CBLM on Contact
Issued by:
142

Self-Check 5.2-1
Self-Check 5.2-3
Effective People then answer 5.2-4
Self-Check 5.2-4

CBLM on Contact
Issued by:
142

be able to:

improvements.
organization?
away.


CBLM on Contact
Issued by:
142



the organization.
authority.


CBLM on Contact
Issued by:
142




CBLM on Contact
Issued by:
142
problem solving
Leadership Team
progress
projects
values

CBLM on Contact
Issued by:
142
Organization Leader
Project Leader
Project Team
CBLM on Contact
Issued by:
142
and stakeholders
Project Sponsor(s)
Stakeholders
· Provide feedback
· Test solutions
Self-Check 5.2-1

CBLM on Contact
Issued by:
142
Answer Key 5.2-1
Project Leader

CBLM on Contact
Issued by:
142

be able to:


CBLM on Contact
Issued by:
142

article "


CBLM on Contact
Issued by:
142
groups".


CBLM on Contact
Issued by:
142


in business today.


leadership.

CBLM on Contact
Issued by:
142



Self-Check 5.2-2

CBLM on Contact
Issued by:
142
innovative success.
Answer Key 5.2-2
21. True
22. True
23. True
CBLM on Contact
Issued by:
142
24. False
25. False
26. True
27. True
28. False
29. False
30. True

be able to:

CBLM on Contact
Issued by:
142
individual.
Happened Change

Reactive Change

Anticipatory Change

Planned Change

CBLM on Contact
Issued by:
142
Incremental Change

Operational Change

Strategic Change

CBLM on Contact
Issued by:
142
Directional Change

Fundamental Change

Total Change

point of time.
Self-Check 5.2-3
described.

CBLM on Contact
Issued by:
142
various events
vision/mission.
Answer Key 5.2-3
21. Happened Change

22. Reactive Change
CBLM on Contact
Issued by:
142
24. Planned Change
27. Strategic Change
30. Total Change


CBLM on Contact
Issued by:
142
be able to:



432 pages?
you below.
15. Be Proactive

CBLM on Contact
Issued by:
142
18. Think Win-Win
20. Synergize
21. Sharpen the Saw
perceptions.

success over time.


CBLM on Contact
Issued by:
142

to independence.


the other habits.
1. Be Proactive
Quick Summary:

CBLM on Contact
Issued by:
142



CBLM on Contact
Issued by:
142
shrink.
Key Lessons:

Quick Summary:


CBLM on Contact
Issued by:
142



CBLM on Contact
Issued by:
142


CBLM on Contact
Issued by:
142
and values.
Key Lessons:
priorities.
each.
handle it.
Quick Summary:



CBLM on Contact
Issued by:
142

CBLM on Contact
Issued by:
142
others.

CBLM on Contact
Issued by:
142
20% of your time.

Key Lessons:

CBLM on Contact
Issued by:
142
4. Think Win-Win
Quick Summary:


forward.


CBLM on Contact
Issued by:
142

Stephen Covey

everyone.
successes.


not people.

Key Lessons:

CBLM on Contact
Issued by:
142
meet those needs.
Quick Summary:



CBLM on Contact
Issued by:
142


speak.

CBLM on Contact
Issued by:
142

ways:


CBLM on Contact
Issued by:
142
Key Lessons:
understand:

problems?
CBLM on Contact
Issued by:
142
6. Synergize
Quick Summary:


new ones.

understand.


CBLM on Contact
Issued by:
142
synergy.

results.

CBLM on Contact
Issued by:
142

others to be open
Key Lessons:
them better?
yours.
conditions again?
7. Sharpen the Saw
Quick Summary:

CBLM on Contact
Issued by:
142

and enjoy.
 Eat well



CBLM on Contact
Issued by:
142
expanding our mind.
mind





CBLM on Contact
Issued by:
142


Key Lessons:

CBLM on Contact
Issued by:
142
and results.
Self-Check 5.2-4

CBLM on Contact
Issued by:
142
Answer Key 5.2-4
1. Be Proactive
4. Think Win-Win
6. Synergize
7. Sharpen the Saw

CBLM on Contact
Issued by:
142

5 Contribute To Workplace Innovation

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5 Contribute To Workplace Innovation

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HOW TO USE THIS COMPETENCY-BASED LEARNING

Welcome to the Module in Contributing to Workplace Innovation.

Date Developed: September 2020 Document No.

 Work through all the information and complete the activities in

 Most probably your trainer will also be your supervisor or manager.

 You will be given plenty of opportunity to ask question and practice

 Talk to more experience workmates and ask for their guidance.

Date Developed: September 2020 Document No.

3 Solve/address Solving/addressing 400311212

4 Develop career Developing career 400311213

5 Contribute to Contributing to 400311214

6 Present relevant Presenting relevant 400311215

Exercise efficient Exercising efficient

Date Developed: September 2020 Document No.

UNIT OF COMPETENCY: Contribute to Workplace Innovation

SUMMARY OF LEARNING OUTCOMES:

Upon completion of this module, the trainee/students must be able to:

LO 1. Identify opportunities to do things better

LO 2. Discuss and develop ideas with others

LO 3. Integrate ideas for change in the workplace

1. Opportunities for improvement are identified proactively in own area of work.

Date Developed: September 2020 Document No.

The following resources must be provided:

Pens, papers and writing implements

 Online or Offline lecture using e-Materials

Date Developed: September 2020 Document No.

DISCUSS AND DEVELOP IDEAS WITH OTHERS

Learning Activities Special Instruction

1. Read Information Sheet 5.1-1

Date Developed: September 2020 Document No.

Roles of Individuals in Suggesting and Making Improvements

1. Identify the roles of every individual in making improvements

Immediately, he went to a hardware store and purchased the materials he

In short, he immediately took action, deciding the materials without first

Defining the roles and responsibilities of members in your organization is

Hiring the right people for the job.

Date Developed: September 2020 Document No.

Improved collaboration between and among members and teams within

Development of strong teams.

Improved overall effectiveness and efficiency.

Date Developed: September 2020 Document No.

Continual Improvement Roles & Responsibilities

There are opportunities for everyone to be engaged in continual

Improvement Champion / Leader

Improvement / Process Owner

Date Developed: September 2020 Document No.

Date Developed: September 2020 Document No.

Date Developed: September 2020 Document No.

Date Developed: September 2020 Document No.

INFORMATION SHEET 5.1-2

Positive Impacts and Challenges in Innovation

1. Identify the positive impacts of Innovation

The ability to innovate is the key to long-term corporate success. Without

Date Developed: September 2020 Document No.

1. Securing a sustainable competitive advantage

In order to secure a sustainable competitive advantage, companies must be

2. Fast reaction to changing conditions

Companies are facing great challenges as a result of ever faster change.

3. Market growth and differentiation

A direct threat to a company is posed by new market participants entering

Date Developed: September 2020 Document No.

5. Efficiency increase and cost reduction in the company

Innovation can lead to a reduction in production costs. Process innovations,