COMPETENCY BASED LEARNING MATERIAL

HEATING, VENTILATION AND AIR

-CONDITIONING
(HVAC) SECTOR

Qualification: RAC Servicing NC

-II (DOMRAC)

Unit of Competency: Contributing to Workplace Innovation

Module Title: Contributing to Workplace Innovation

City college of Davao

Km. 10 Catalunan Pequeno, Davao City

Date Developed: May, 2024

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HOW TO USE THIS COMPETENCY- BASED LEARNING MATERIAL

The unit of competency, “Contribute to Workplace Innovation”, is one

of the nine basic competencies of level II qualifications which comprise the
knowledge, skills and attitudes for you to possess.
The module, “Contributing to Workplace Innovation”,
contains training materials and activities for you to complete. It is one of the
modules required to complete a certain qualification.
You are required to go through a series of learning activities in order
to complete each of the learning outcomes of the module. Information
Sheet (IS) consists of learning contents that you need to attain while reading.
After IS is a Self-Check (SC) that will help you test yourself if you have
attained the learning objectives.
Task Sheets (TS), Job Sheets (JS) and Procedural Sheet (PS) are
activity sheets that will help you practice the skills previously discussed in
the IS or demonstrated by your Learning Facilitator (LF). A Performance
Criteria Checklist (PCC) and
Procedural Checklist (PC) are provided with the TS or JS, and PS which will
allow for self-evaluation or peer evaluation. These checklists may be used by
your LF to evaluate your performance. Follow these activities on your own. If
you have questions, don’t hesitate to ask your LF for assistance.
The goal of this program is the development of practical skills. To gain
this skill, you must learn basic concepts and terminology. For the most part,
you’ll get this information from the IS.
This module was prepared to help you achieve the required competency.

This will be the source of information for you to acquire knowledge and skills in this
competency independently and at your own pace, with minimum supervision or help from
your LF.
Remember to:

● Work through all the information sheets and complete the

activities in each section.
● Read IS and complete SC. Suggested references are included to
supplement the materials provided in this module.
● Perform there TS, JS, and PS until you are confident that your
outputs conform to the PCC and/or PC that follows the sheets.
● Submit outputs of the TSs, and JSs to your LF for evaluation and
recording in the Achievement Chart. Outputs shall serve.

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 ● As your portfolio during the Institutional Competency
Assessment. When you feel confident that you have had sufficient
practice, ask your LF to evaluate you. The results of your
Institutional Competency
Assessment will be reflected in the Progress Chart.

You MUST pass the Institutional Competency Assessment for this

before moving to another competency. A Certificate of Achievement will be
awarded to you after passing the Institutional Competency Assessment
Note:
Training is the sole purpose of this learning material. Some pictures are taken
from Google as reference

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 LIST OF COMPETENCIES

No. Unit of Module Title Code

Competency
Basic Competency

1 Participate in workplace Participating in workplace 400311210

communication communication

2 Work in a team Working in a team 400311211

environment environment
3 Solve/Address General Solving/Addressing 400311212
Workplace Problems General Workplace
Problems
4 Develop Career and Life Developing Career and Life 400311213
Decisions Decisions
5 Contribute to Contributing to 400311214
Workplace Workplace Innovation
Innovation
6 Present Relevant Presenting Relevant 400311215
Information Information
7 Practice Practicing 400311216
Occupational Occupational Safety
Safety and Health and Health Policies
Policies and and Procedures
Procedures
8 Exercise Efficient and Exercising Efficient and 400311217
Effective Sustainable Effective
Practices in the Sustainable Practices in
Workplace the Workplace

9 Practice Practicing Entrepreneurial 400311218

Entrepreneurial Skills in the Workplace
Skills in the
Workplace

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 TABLE OF CONTENT
Page No.
How To Use This Competency-Based Learning Material 2 List Of
Competencies 4 Table Of Content 5
Module Content 7
Details Of Learning Outcome 8
Learning Experiences 9 Information Sheet 5.1-1 10
Self-Check 5.1-1 13 Answer Key 5.1-1 14 Self-Check 5.1-2 18
Answer Key 5.1-2 19
Information Sheet 5.1-3 20-29
Self-Check 5.1-3 30
Answer Key 5.1-3 31
Details Of Learning Outcome 32
Learning Experiences 33
Information Sheet 5.2-1 34
Self-Check 5.2-1 37
Answer Key 5.2-1 38
Information Sheet 5.2-2 39
Self-Check 5.2-2 42
Answer Key 5.2-2 43
Information Sheet 5.2-3 44-49
Self-Check 5.2-3 50
Answer Key 5.2- 51
Details of Learning Outcome 52
Learning Experiences 53
Information Sheet 5.3–1 54
Self-Check 5.3-1 56

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 Answer Key 5.3-1 57
Information Sheet 5.3-2 58-67
Self Check 5.3-2 68
Answer Key 5.3-2 69
Acknowledgement 70

MODULE CONTENT
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, discuss and integrate ideas for
innovation in the workplace.

Learning Outcomes
At the end of this module you must be able to:

1. Identify opportunities to do things better.

2. Discuss and develop ideas with others.
3. Integrate ideas for change in the workplace.

Assessment Criteria:

1. Identify opportunities for improvement proactively in own area of work.

2. Gather and review information which may be relevant to ideas and which
might assist in gaining support for idea.
3. Identify people who could provide input to ideas for improvements.
4. Select ways of approaching people to begin sharing ideas.
5. Set meeting with relevant people.
6. Review and select ideas for follow up based on feedback.
7. Use critical inquiry method to discuss and develop ideas with others.
8. Use critical inquiry method to integrate different ideas for change of key
people.
9. Use summarizing, analyzing and generalizing skills to extract salient points
in the pool of ideas.
10.Use reporting skills likewise to communicate results.
11. Identify current Issues and concerns on the systems, processes and procedures,
as well as the need for simple innovative practices.
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 DETAILS OF LEARNING OUTCOME
Learning Outcome No. 1 Identify opportunities to do things better

CONTENTS:
1. What is Workplace Innovation?
2. Cultivating Innovation and Creativity in the Workplace
3. Techniques to Encourage Innovation in the Workplace
ASSESSMENT CRITERIA
1. Identify opportunities for improvement proactively in own area of work.
2. Gather and review information which may be relevant to ideas and
which might assist in gaining support for idea.

CONDITION:
The following are available:
1. EQUIPMENT
● Computer
● Whiteboard
2. LEARNING MATERIALS
● Competency based learning materials
● Bond paper, permanent Marker ASSESSMENT METHOD:
● Written test
● Interview

LEARNING EXPERIENCES
Learning Activities Special Instructions
1. Read Information Sheet If you have some problems on Information Sheet 1.1-1,
5.1-1 on What is don’t hesitate to approach your facilitator. If you feel
Workplace Innovation? you are knowledgeable on the content of Information
Sheet 5.1-1, you can now answer Self-Check 5.1-1.

2. Answer Self-Check 5.1-1 Compare your answer with the answer key 5.11. If you
What is Workplace got 100% correct answer in this self- check, you can
Innovation? now move to the next information sheet. If not review
the information sheet and go over the self-check again.

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3. Read Information Sheet If you have some problems on Information Sheet 5.1-2,
1.1-2 on Cultivating don’t hesitate to approach your facilitator. If you feel
Innovation and you are knowledgeable on the content of Information
Creativity in the Sheet 5.1-2, you can now answer Self-Check 5.1-2.
Workplace

4. Answer Self-Check 5.1-2 Compare your answer with the Answer Key 5.12. If you
Cultivating Innovation and got 100% correct answer in this self- check, you can
Creativity in the now move to the next information sheet. If not review
Workplace the information sheet and go over the self-check again.

5. Read Information Sheet 5.1- If you have some problems on Information Sheet5.1-3,
3 on Techniques to don’t hesitate to approach your facilitator. If you feel
Encourage Innovation in you are knowledgeable on the content of Information
the Workplace. Sheet 5.1-3, you can now answer Self-Check 5.1-3.

6. Answer Self-Check 5.1-3 Compare your answer with the Answer Key 5.13. If you
Techniques to Encourage got 100% correct answer in this self- check, you can
Innovation in the Workplace. now move to the next information sheet. If not review
the information sheet and go over the self-check again.

INFORMATION SHEET 5.1-1

What is Workplace Innovation?

Learning Objectives:
After reading this INFORMATION SHEET, You must be able to:
1. List the different types of innovation,
2. Discuss the meaning of innovation in the workplace,
3. Develop goals and ideas for workplace innovation.

Defining Innovation?
Innovation in its modern meaning is "a new idea, creative thoughts, new
imaginations in form of device or method". Innovation is often also viewed as the
application of better solutions that meet new requirements, inarticulate needs, or
existing market needs.

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 The main driver for innovation is often the courage and energy to better the world.
An essential element for innovation is its application in a commercially successful way.
Innovation has punctuated and changed human history (consider the development of
electricity, steam engines, motor vehicles, et al

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Types of innovation
In business and economics, innovation is often divided into five types:
1. Product innovation, which involves
the introduction of a new good or
service that is substantially improved.
This might include improvements in
functional characteristics, technical
abilities, ease of use, or any other
dimension.
2. Process innovation involves the
implementation of a new or
significantly improved production or
delivery method.

3. Marketing innovation is the

development of new marketing
methods with improvement in product
design or packaging, product
promotion or pricing.

4. Organizational innovation (also

referred to as social innovation)
involves the creation of new
organizations, business practices,
ways of running organizations or new
organizational behavior.

5. Business Model innovation involves

changing the way business is done in
terms of capturing value e.g. Compaq
vs.
Dell.
A Suggested Innovation Framework

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 Workplace Innovation is about creating organizations in which all employees
use and develop their knowledge, skills, experience and creativity to the full. Growing
evidence shows that workplace innovation practices which empower employees to make
day-to-day-decisions, challenge established practices, contribute ideas, and be heard at
the most senior levels, lead to better business results, as well as enhanced workforce
health and engagement.

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 SELF-CHECK 5.1-1
What is Workplace Innovation?

True or False: Direction: Write TRUE if the statement is correct and FALSE if
the statement is wrong:
1. The main driver for innovation is often the courage and energy to better the
world.
2. Innovation in its modern meaning is "a new idea, creative thoughts, and new
imaginations in form of device or method".
3. Business Model innovation involves changing the way business is done in
terms of capturing its integrity.
4. Innovation is often also viewed as the application of
Better solutions that meet new requirements, inarticulate needs, or existing
market needs.
5. Hospitality innovation is the development of new marketing methods with
improvement in product design or packaging, product promotion or pricing.

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 ANSWER KEY 5.1-1
What is Workplace Innovation?

True or False:
1. True
2. True
3. False
4. True
5. False

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 INFORMATION SHEET 5.1-2 Cultivating Innovation
and Creativity in the Workplace

Learning Objectives
After reading this Information sheet, you must be able to:
1. List down tips in enhancing creativity, 2.
describe traits of creative people,
3. Use leadership for innovation.

Leading Innovation
To innovate is to intentionally let
go of the “way things are” and
welcome “the way they could be.”
Breakdown is the first step
toward innovation, an intentional
release of established habits of
thought,expectations, assumptions,
and beliefs in order to embrace “not
knowing”. The concept of surfing the
“edge of chaos” sounds exciting until
You get there and leave control at the door. In Adaptive Change we call this the
fall.

3M Innovation Strategy and Leadership

♦ Setting stretch targets – such as ‘x% of sales from products introduced
during the past y years’ – provides a clear and consistent message
and a focus for the whole organization.
♦ Allocating resources as ‘slack’ – space and time in which staff can
explore and play with ideas, build on chance events or combinations,
etc.
♦ Encouragement of ‘bootlegging’ employees working on innovation
projects in their own time and often accessing resources in a non-
formal way – the ‘benevolent blind eye’ effect.
♦ Provision of staged resource support for innovators who want to take
an idea forward – effectively different levels of internal venture
capital for which people can bid (against increasingly high hurdles)
– This encourages ‘entrepreneurship (internal entrepreneurial
behavior) rather than people feeling they have to leave the firm to
take their good ideas forward.

Six Tips to Help You Enhance Your Creativity

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 1. Open Your Mind - Have one new
experience every day; no matter how
small. New experiences
stimulate the brain and help you make
new and original connections;
critical for boosting breakthroughs.

2. Diversify - Involve others in your

problem-solving efforts that bring a
different perspective or cultural
experience than yours.

3. Mental Floss – Relax; Stress,

exhaustion, boredom and even pain
can block our pathways to
creativity.

4. Stop Looking for the Right Answer -

Look for many right answers.

5. Discover Your Creative Rhythm Start

paying attention to when you get your
best ideas.

6. Health Makes Wealth - Regular

exercise not only benefits your body, it
boosts brain performance as well.

Portrait of a Creative Person

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 Creative people pay
attention to their world, see things
differently, challenge assumptions,
take risks, are not afraid to fail, and
strive to generate multiple solutions
to problems. They are passionate
about creativity and seek
opportunities to innovate.”

5 Traits of Creative People

1. Creative people are curious. They ask questions all the time. When
they see or discover something they do not understand, they make
the extra effort to learn everything they can about how it works, and
how it can benefit them and others.
2. Creative people like challenges. They do not run away from
challenges; they tackle them head on. The bigger the challenge, the
more they are intrigued. They do not try to escape problems, but
rather they treat them as challenges. The most creative people I
know are also great problem solvers.
3. Creative people are not afraid to experiment. They are risk
takers, and they are not afraid to try something new, whether it is a
process, gadget or formula. Experimenting is a way for them to see
what works and what doesn’t work. They will not wait for people to
dictate their actions; they would rather lead.

4. Creative people have high standards. They do not settle for less
than their best. They will find a way to make something better. They
never stop learning.

5. Creative people know how to accept and give constructive

criticism. No matter what we do, people will always have something
to say about it, whether it is good or bad. Creative people can accept
criticism and turn it into opportunities. They also know how to give
constructive criticism. Since they have high standards, they many
times expect themselves and others to excel in whatever they do.
SELF-CHECK 5.1-2

Cultivating Innovation and Creativity in the

Workplace

Enumeration:
Direction: Enumerate the 5 traits of creative people.

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 1.
2.
3.
4.

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 ANSWER KEY 5.1-2

Cultivating Innovation and Creativity in the

Workplace

Enumeration:
Direction: Enumerate the 5 traits of creative people.

1. Creative people are curious.

2. Creative people like challenges.
3. Creative people are not afraid to experiment.
4. Creative people have high standards.
5. Creative people know how to accept and give constructive criticism.

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 INFORMATION SHEET 5.1-3
Techniques to Encourage Innovation in the Workplace

Learning Objectives
After reading this Information sheet, you must be able to:
1. List down techniques to encourage innovation in the workplace.
2. Explain the importance of encouraging innovation in the workplace.
3. Restructure work layout and design for innovation.
Encouraging workplace
innovation not only helps
companies stay on top of the
market and defend their bottom
lines: innovative workplaces
are also happier workplaces, with
consistently higher levels of
employee satisfaction and
retention.

Why should companies care about their capacity to innovate?

1. Competitive advantage
Companies that invest time, effort and money in finding new and better ways of doing things
have an advantage over others in the market. It’s that simple.

Innovation doesn’t just help a company to offer exciting new products

and services to customers. It also allows companies to stay profitable and
survive in the market
2. Customer centricity
Trailing new approaches to services and products ensures a constant
focus on serving the needs of customers. This helps build a dedicated market
base and ensures a company stays responsive to customer demand.

3. Employee satisfaction and retention

An innovative working approach appeals to employees with higher
levels of creativity and lateral thinking, helping companies to hold on to
their best talent
How can companies encourage innovation and creativity in the
workplace?

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 Encouraging innovation
isn’t easy. From juggling
competing company priorities to
overcoming internal resistance
and inertia, there are a lot of
things that can get in the way.
No matter what industry
you’re in, unlocking the
innovative potential of your
people – and your business more
generally – comes down to a mix
of management approaches, shared values, strategy, and resources.

Techniques to encourage innovation in the workplace, broken

down into the following subjects:
● Leadership & management
● Innovation strategy
● Willingness to experiment
● Open communication
● Staff well-being
● Workplace design & layout
● Tools & software

Leadership & management

When it comes to innovation, the
tone always comes from the top. Senior
leaders need to find ways to encourage
their staff to think about innovation every
day and to take ownership and
responsibility for new ideas and
solutions. Encouraging innovation
via lea dership and
management can be a
challenge, empowering your employees
to think about tough problems can
definitely help the challenge.

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 ● Empower your employees to think about tough problems
As Apple’s Steve Jobs said, “It
doesn’t make sense to hire
smart people and tell them what
to do; we hire smart people so
they can tell us what to do.”
This is a key technique to
encourage workplace innovation:
empower your employees to think
about the tough problems and reward
staff for working towards solutions.
● Adopt a non-hierarchical management approach
When it comes to encouraging
workplace innovation, a strict
hierarchy can be a real killer.
If your staff work deferentially
and only think about innovation
when specifically tasked to do so,
you’ll never be able to reach your
company’s full potential.
The most innovative companies
have a flat – but strong – management approach, allowing employees to
break down silos and barriers between work areas. A lot of innovation comes from cross-
pollination between teams and divisions, and from the sharing of ideas and problems.

● Give your staff a reason to care

To be truly innovative, your
employees need some skin in the
game. They shouldn’t think about
innovation as something for senior
management to think about – instead,
innovation should be part of
everyone’s job description.
Look for ways to incentive
staff to think about innovation, and
bring them along the
journey by
developing a company-wide innovation strategy

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 ● Encourage your people to think about innovation on a daily basis
Innovation shouldn’t be something
people think about only during
retreats and workshops. If thinking
about new ways of doing things is seen
only as an occasional exercise, you’ll
never be able to access the full
potential of your employees’ creativity
and imagination.
Innovation strategy

Workplace innovation needs to be strategic and should be a core part

of your company’s DNA. No matter what their
responsibilities are, every single one of
your people should be able to draw a
straight line between the company
innovation strategy and the contents of his
or her day-today job.

● Develop an innovation
strategy – and use it
An innovation strategy sets out guiding principles for how your
company will grow its market share through product and service.

Innovation. A good strategy helps to clarify what is expected of employees at

every level of your company when it comes to problemsolving.
By developing an innovation strategy, leadership provides employees
with certainty about the core role of innovation and reinforces the idea that
innovation is everyone’s responsibility.
Developing an innovation strategy also forces senior management to
think about what innovation means to them, and to state in clear terms how
their employees should contribute new ideas for products, systems, and
services.
Microsoft is an excellent example of how to put an innovation strategy
to use. By making its strategy a core part of employee responsibilities,
Microsoft helps its employees at every level to make innovation a key part of
what they do.

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 ● Accept failure and make it the norm It’s an
unavoidable fact that innovation
carries the risk of failure. For every
example of world-changing innovation,
there’s a whole trash heap of failed
ideas.
Rather than running from this
fact, companies need to come to
peace with it. Acknowledge the
possibility of failure, de-dramatize it
and encourage risky initiatives to help employees approach innovation in a
more open and inventive way

Willingness to experiment
In order to be truly innovative,
companies need to be willing to
experiment.
Whether this is through
customer co-creation, identifying
market adjacencies, or participating
in an innovation hub, companies must
demonstrate an appetite for new ways
of doing things.

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 ● Look for market adjacencies A key aspect of innovation is
thinking about market adjacencies.
Adjacencies are new
products or markets that are closely
related to the work a company is
currently engaged in, but are different
enough to represent new value for the
company. By moving into these areas,
a company can create new customers
and solidify its market
position.
For example, think about Disney’s recent foray into streaming media.
The media giant already produces an incredible amount of popular content,
so stepping into the market adjacency of a platform for streaming made a lot
of sense.

● Embrace co-creation and open innovation opportunities

When it comes to innovation,
don’t be afraid to get your customers
involved, too. After all, your diehard
fans are the most likely people to have
great ideas for new products and
services – especially if they use your
services and products every day.
A great example here is
Starbucks, which ran its “My
Starbucks Idea” portal for a decade
from 2007 to 2017,
receiving over
150,000 suggestions from dedicated Starbucks fans as a result.
This not only resulted in top-selling Starbucks products like
Hazelnut Macchiatos and pumpkin spice lattes but also gave Starbucks the
chance to build a valuable community of super fans for market research
purposes.
Participate in an innovation hub

Innovation hubs are places

for business representatives to get
together and share approaches to
innovation. Having grown in
popularity over the last decade,
there are now hundreds of these
hubs around the world.

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 The concept of an innovation hub recognizes the importance of a
multidisciplinary approach to innovation and shows the importance of
collaboration in problem-solving. Innovation hubs can be a great way to
encourage “blue-sky” thinking.

Open communication
Getting innovation right takes
a commitment to
open communication and
transparency.
To make innovation a real
part of your workplace culture, your
staff need to know senior
management is being open about
the need for
innovation, and the
potential benefits for the company
as a result
● Be transparent
Your staff need clear,
consistent information about the
company’s innovation goals, and
about the potential benefits for
employees if they get things right.
A key part of this is developing
an innovation strategy,
and ensuring open communication
about innovation.
Staff well-being

Innovation isn’t just about

encouraging your staff to think
laterally: it’s also about making sure
that when your employees are being
creative, they don’t feel threatened or
at risk.
There are two great ways to do
this. First, you can recognize and
reward innovations, and second, try
to ensure staff psychological safety.

● Recognize and reward successful innovations

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 To get the best out of your
people when it comes to innovation,
you need a way to recognize
and reward successful
new ideas – especially when
they have the potential to save the
company money or boost revenue.
This can be as simple as
providing public recognition, for
example, giving out awards at all-
hands meetings.
●
● Ensure staff
psychological safety
This is a crucial element to
get right. After all, employees don’t
want to feel like attempts at
innovation could threaten their jobs
if it goes wrong.
Your staff members need to be able to be honest and forthright about
new product and systems suggestions, without fear of recrimination or
adverse effects on their jobs.
So, one of the first things you should do when encouraging innovation
is to set clear ground rules and let people know that their positions won’t be
at risk if the innovation exercise isn’t a success.
Workplace design and layout

There’s a growing
recognition that the physical
working environment is just as
important as management or
leadership when it comes to
encouraging innovation.

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 ● Organize your office for maximum innovation Office
design and layout can make a huge
difference when it comes to
innovation. Even something as simple
as deciding where particular teams
should sit can have a massive effect
on creativity and collaboration.
Google’s groundbreaking office
designs include features like putting
greens, vintage subway cars, and
revolving bookcases. However, you
don’t have to invest in gimmicks to be
like Google.
Instead, you can learn from
Google’s approach to putting teams together to learn from each other, and
from creating spaces where informal meetings and information sharing is
more likely to happen.
Tools and software
Finally, your staff also needs access to the
right tools to support innovation.
There are two reasons for this. First,
using the right set of tools can save time and
effort, freeing your staff up to innovate. Second,
a good set of innovation software can guide your
staff in taking an idea through from concept to
implementation.

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 ● Use tools to create time and space to
innovate
There’s an incredible range of
timesaving software available to businesses.
Whether it’s project management software,
online collaboration platforms, or even cloud
accounting products, it’s never been easier to
save time on basic processes.
These software products aren’t just
helpful with avoiding headaches – they can
also free up your staff to do the kind of creative
and innovative thinking they didn’t have time for before.
So, take a look at the range of software products out there, and think
about how you could put the inevitable time savings to use.

● Consider innovation software Innovation

and creative thinking isn’t a
question of natural `talent. With
the right tools, processes, and
methods, anyone can be an
innovator and find new solutions
to complex problems.
This is where
ideas and innovation
management software can
help. By
structuring ideation,
collaboration, communication and setting parameters for problemsolving, the
right software can foster a real innovation culture across your whole
company.
True innovation takes commitment and perseverance

Moving towards an innovative workplace takes time, hard work, and a

certain amount of forgiveness for error and failure. As we’ve seen, even
successful and highly innovative companies still have their fair share of
failures.

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 Many of the necessary ingredients of workplace innovation also
involve juggling some downsides. For example:
● encouraging employee collaboration must be balanced against
maintaining individual accountability, and leaving room for those lone
wolves who get their best work done by going solo
● avoiding workplace hierarchies requires strong leadership, a trusting
approach to management, and a commitment to hiring highly motivated
people
● before a company can experiment with innovation, it has to get the day-
to-day operations on track first

So, while you’re working to encourage workplace innovation, don’t be surprised if

the changes are harder to implement than you thought.
Innovation can be a long game. Whether you’re chasing incremental innovation or
radical innovation, things will probably take longer than you realize.

SELF-CHECK 5.1-3
Techniques to Encourage Innovation in the Workplace

Enumeration:
Direction: Give 7 techniques to encourage innovation in the workplace.

1.
2.
3.
4.
5.
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6.
7.

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 ANSWER KEY 5.1-3
Techniques to Encourage Innovation in the Workplace

1. Leadership & management

2. Innovation strategy
3. Willingness to experiment
4. Open communication
5. Staff well-being
6. Workplace design & layout
7. Tools & software

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 DETAILS OF LEARNING OUTCOME
Learning Outcome 2 Discuss and develop ideas with others

Contents:
1. Generating and Developing Ideas
2. Great minds Discuss Ideas. Average Minds Discuss Events. Small
Minds Discuss People.
3. Idea Sharing from all Team Members
Assessment Criteria
1. Identify people who could provide input to ideas for improvements.
2. Select ways of approaching people to begin sharing ideas.
3. Set meeting with relevant people.
4. Review and select ideas for follow up based on feedback.
5. Use critical inquiry method to discuss and develop ideas with
others.

Condition:
Trainees must be provided with the following.
Equipment
● Computer
Supplies And Materials
● Pen
● Paper
● Forms
Learning Materials:
● Competency based learning material
Assessment Method:
● Written test
● Practical/performance test
● Interview
LEARNING EXPERIENCES

Learning Activities Special Instructions

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 1. Read Information Sheet If you have some problems on Information Sheet 5.2-
5.2-1 on Generating and 1, don’t hesitate to approach your facilitator. If you feel
Developing Ideas you are knowledgeable on the content of Information
Sheet 5.2-1, you can now answer Self-Check 5.2-1.

2. Answer Self-Check 5.2-1 Compare your answer with the Answer Key 5.21. If you
got 100% correct answer in this self- check, you can
now move to the next information sheet. If not review
the information sheet and go over the self-check again.

3. Read Information Sheet 5.2-2 If you have some problems on Information Sheet 5.2-
on Great Minds 2, don’t hesitate to approach your facilitator. If you feel
Discuss Ideas. Average you are knowledgeable on the content of Information
Minds Discuss Events. Sheet 5.2-2, you can now answer Self-Check 5.2-2.
Small Minds Discuss
People.
4. Answer Self-Check 5.2-2 Compare your answer with the answer key 5.22. If you
got 100% correct answer in this self- check, you can
now move to the next information sheet. If not review
the information sheet and go over the self-check again.

5. Read Information Sheet 5.2- If you have some problems on Information Sheet 5.2-
3 on Idea Sharing from All 3, don’t hesitate to approach your facilitator. If you feel
Team Members. you are knowledgeable on the content of Information
Sheet 5.2-3, you can now answer Self-Check 5.2-3.

6. Answer Self-Check 5.2-3 Compare your answer with the answer key 5.23. If you
got 100% correct answer in this self- check, you can
now move to the next information sheet. If not review
the information sheet and go over the self-check again.

INFORMATION SHEET 5.2-1

Generating and Developing Ideas Learning
Objectives:
After reading this Information Sheet, you must be able to:
1. Identify steps in generating and developing ideas;
2. discuss brainstorming;
3. develop Wh-question to generate and develop ideas.

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 For many people, the toughest part of any writing task is getting started. Here
are some exercises that help with "blank page syndrome" or
"writer's block."
Listing: Brainstorm a list of possible
topics. If the assignment deals with your
own experience, try a list of important
events in your life related to the topic. If
the assignment deals with material from a
class, brainstorm all of the things you've
talked about in the class that you
remember or that interest you.
The important thing is not to
censor yourself at this point - write down
anything that comes to mind.

Free writing: Free writing simply means

writing without stopping for a set
amount of time. Start with shorter
amounts of time (2-5 minutes)
and build up "stamina" slowly. Again, as
in listing, it's important not to censor
ideas at this point; simply write down
anything that comes to mind.
Sometimes, if you keep your hand
moving, you'll come up with details and
connections that never occurred to you until you wrote them down!
Looping: Looping is a variation on free
writing. Pick one aspect of your topic to
begin writing on. Free write for five
minutes. Then, read over what you
have written and underline
the most important or interesting idea
or sentence. Start with this idea or
sentence and free write for another five
minutes.
Find your "center of gravity"
sentence again. If you continue this process, you'll often find you've started a
rough draft of the assignment.

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 Clustering: Write the topic in the
middle of the page and put a circle
around it. Then, branch out from the
circle with associations and details
about the topic. Write down anything
you can think of, making connections
as you see fit (see "Guidelines for
Selecting a Subject," next page, for an
example).

Cubing: This is another way to look at

one topic from many angles (like the
pentad exercise). Write for one to three
minutes on each of the six "sides":
Describe, Compare/Contrast (How is it
like something else? How is it different
from something else?), Analyze (What
parts does it have?), Evaluate, Apply
(What can you do with it? How can you
use it?), Argue (for or against). All sides
will not work equally well for all topics.

WH-questions:
Write five "Wh" questions (who Answering, what, where, when, why) across your
paper. List as many questions as you can think of that a reader might ask
about your topic in those categories. Write down answers or features of your topic
that might address those concerns.

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Invisible Writing: If you have trouble
writing without constantly re-reading
and editing what you've said, this may
work for you. Using a computer, turn
the contrast down on your monitor so
the screen is blank. Type for at least 20-
30 minutes without looking at what
you've written. Then, turn the contrast
up and, ignoring typos, find out what
you have to say!
SELF-CHECK
5.2-1
Generating and Developing Ideas Identification.
Direction: Read the following statements and identify what is being asked in
each number.
1. Write the topic in the middle of the page and put a circle around
it.
2. This is another way to look at one topic from many angles (like
the pentad exercise).
3. simply means writing without stopping for a set amount of time.
4. variation on free writing.
5. Brainstorm a list of possible topics.

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 ANSWER KEY 5.2-1
Generating and Developing Ideas

1. Clustering
2. Cubing
3. Free writing
4. Looping

5. Listing

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 INFORMATION SHEET 5.2-2
Great Minds Discuss Ideas. Average Minds Discuss Events. Small
Minds Discuss People.

Learning Objectives:
After reading this Information sheet, you must be able to:
Identify the importance of non-verbal communication;
1. relate topics on “Small Minds Discuss people” in real life events;
2. differentiate Great minds discuss ideas and Average minds
discuss events;
3. interpret the quote “Great minds discuss ideas. Average minds
discuss events. Small minds discuss people.”

Great minds discuss ideas. Average minds discuss events. Small

minds discuss people.
This is a quote
commonly attributed
to Eleanor
Roosevelt. What
does it mean?
Let’s start by
defining “ideas,”
“events,” and
“people.” Discussing
people here means to
talk about a
person, typically in a
negative,
gossipy way. Discussing events means to talk about the events happening
around the world. Discussing ideas means to understand the higher level
messages behind an event, to understand human behavior, to look beyond
what’s given, and to find solutions to help the world.
“Small Minds Discuss People”
When the quote says “Small minds discuss people,” it means that those who discuss
people as an end to itself are shallow. Unfortunately, a fair segment of the media and
our population today dedicate themselves to discussing people. You have tabloid magazines,
celebrity gossip sites, and people who follow celebrity gossip like it is the central goal of their
lives. Office politics is not uncommon.
People backstab and criticize each other more often than we like.
Even our politicians today make personal attacks and conduct smear
campaigns. Online, we often see people shaming or attacking each other,
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 or worse still, others supporting such behavior and joining in the attack,
rather than taking a higher ground.

“Average Minds Discuss Events”

When you switch from
discussing people to events, there
is an improvement because
you look beyond people and focus
on events. There is an element
of objectivity as you’re now
looking at facts, figures, and
occurrences. Yet it is a logical
fallacy to think that just
discussing events makes us
smarter.
Firstly, many news stories (depending on where you live) are heavily
censored according to the publication’s ideology and alliances. In some
countries, the government controls the media. So when you’re reading the
“news,” you’re really reading news created/selected to fit what the
publication wants you to know, along with filtered comments and angled
statistics.
Something to consider when you think that you’re being educated
by reading a particular news channel — it’s more likely that you are being
conditioned.
Secondly, news channels tend to sensationalize and report what is
shocking. In internet terms, “click bait.” As the saying goes, “When a dog
bites a man, that is not news, because it happens so often. But if a man
bites a dog, that is news.” Hence even though there are one billion possible
things to report each day, including countless positive stories and
consciousness-raising events, the selected stories are rarely the most
important, but some of the most negative, fear-based stories you can find.
Thirdly, even though we may be shocked by a grisly murder that just
happened, we have to bear in mind that murders, suicides, crimes, and even war
happen every single day. But when you read the news, your attention gets directed to
that one crime or that one murder. Or when a news channel

repeatedly highlights the crimes that happen in a country, it creates the

notion that the place is highly unsafe, when 99.999% of its people get by
perfectly safely each day.
In the process of being caught in fear/anger/shock, we miss the
bigger picture. The irony is that by thinking that we educate ourselves by
reading the news, we are isolating our minds and painting an extremely

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 skewed image of the world and associating it with fear and terror, yet
missing the whole point which is, “What can we do to solve the issues we
see?”

“Great Minds Discuss Ideas”

As someone becomes more curious about the world and looks beyond
what’s immediately visible, they start to talk about not just people or
events, but ideas.
● Why people do the things they do. What drives them;
● Why issues like murder, mass shootings, war, and crimes are
happening. What we can do to prevent such violence;
● How we can uplift others;
● How we can improve as people;
● World issues, because we’re not just citizens of a country but
a citizen of the world;
● Whether the direction we’re moving in, as a society, as a world,
is actually good for us;
● And most important of all, ideas to improve the world.

Discussing ideas means not just

taking What is presented to you, but digging deeper.
Understanding Root causes. Understanding how
something came to be.
Questioning Realities. Identifying solutions.
This quote is of course meant as generalization. People
and
Events are often proxies to discuss ideas. We look upon
People like Elon Musk, Nelson Mandela, Oprah Winfrey, Martin Luther King Jr.,Buddha,
Bill Gates, etc. as inspirational figures for change. We discuss people as a way to
understand each other. Discussing events helps us grow in awareness; current affairs is
a way to learn about the world. If something just happened in my life and I share this with
a friend, that’s part of conversation, of relating to each other.

The problem comes when we talk about people or events as an end

to itself. This quote reminds us that when we bad-mouth others, gossip,
or follow the news re actively, it doesn’t bring us anywhere. Complaining or
chit-chatting about people/events endlessly will not change our lives or
make us smart.

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 SELF-CHECK 5.2-2
Great Minds Discuss Ideas. Average Minds Discuss Events. Small Minds
Discuss People.

True or False
Direction: Read the following statements below and write
True if the statement is true and write False if the statement is
false.
1. When we bad-mouth others, gossip, or follow the news re-
actively, it doesn’t bring us anywhere.
2. When you switch from discussing people to events, there
is an improvement because you look beyond people and
focus on events.
3. Discussing people means to understand the higher level
messages behind an event, to understand human
behavior, to look beyond what’s given, and to find
solutions to help the world.
4. People backstab and criticize each other more often than
we like.
5. Complaining or chit-chatting about people/events
endlessly will not change our lives or make us smarter.

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 ANSWER KEY 5.2-2
Great Minds Discuss Ideas. Average Minds Discuss Events. Small Minds
Discuss People.

1. True
2. True
3. False
4. True
5. True

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 INFORMATION SHEET 5.2-3
Idea Sharing from All Team Members

Learning Objectives:
After reading this Information sheet, you must be able to:
1. list the ways to encourage sharing of ideas;
2. identify ideas for sharing
3. develop ideas to share among team members.

One person alone can't come up

with all the concepts and collateral needed
for these campaigns, so marketing leaders
rely on the diverse viewpoints and It's not
always easy to get everyone to share their
brilliant ideas. Your introverted staff
members may be less inclined to speak
up during
meetings, and sometimes people are stuck in creative ruts and need a little
motivation.
Ways to encourage everyone on your team to bring their ideas to the
table
1. Make it personal. Whether a
personal interest is really niche or
shared by many, start there. You'll be
amazed by the parallels you find with
your professional work, and people
enjoy discovering different ways of
thinking about their work. From
basketball to music to science, when
the team starts with what they
personally care about, they create
whole new avenues for
interesting content.
2. Schedule regular team brainstorms.
Build ongoing brainstorm
sessions into the weekly or monthly
meeting rhythm. This creates a
culture of open engagement and
ensures your team that their ideas are
valued. For all ideas selected, follow up
with incentives. Even a small gift
card, a lunch out with you or access to

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company products and services goes a long way to show appreciation and fuel future
innovation.

3. Build the right environment. As a leader, your

role is to knock down walls and
develop an environment that
evokes creative thinking from
your team. The team needs to feel
that their voice is appreciated and
that they have room to do cool things.
Let them test their ideas, see what
works and what could be improved,
and make sure
they know that they have to
opportunity to do so

4. Create innovation zones.

When office spaces are inviting and

open, there are unlimited opportunities for
team members to provide new and
creative input. Our office includes a separate
innovation area designed specifically for team collaboration.
This space is bright and open, and our marketing teams
regularly leverage that space for brainstorming and
planning new marketing campaigns.
5. Be transparent with overall business goals.
The more teams know about changing
goals and new opportunities for the
business, the more involved they will
feel in its success. Creative marketing
ideas stem naturally from the desire to
participate in the company's growth
and awareness of the right direction.
The resulting successful marketing
campaigns compound the benefits on
a morale level and reinforce employee
loyalty.

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 6. Ask the team what they want to learn. One of
the best ways to engage your team is
by asking what they'd like to learn.
For example, if someone says "video
content," develop a project that
encourages them to dive deep into
what you are already doing, research
competitors in the space and present
strategy ideas. This project will help
them to structure feedback and learn
more from the experience than just
sharing a few early ideas.

7. Create a rotating culture.

Re purposing the same teams for
similar tasks may seem like the easiest
approach to resource allocation,
but switching things up can stimulate
new brainstorming ideas. To help foster
more creativity, consider rotating
teams, desk arrangements and
assignments. This allows your team to step
out of their comfort zones and interact with
different team members on a deeper level,
which can spark new idea
8. Build a shared, centralized idea bank. Within
our intranet, I created an index-able
database for our team to
add campaign retrospectives and
ideas that can be accessed throughout
the company. It makes it easy to
type in a keyword tag when creating a new
campaign to find relevant ideas from our
idea bank. Ongoing brainstorming
sessions are also a must to get the creative
juices flowing and sharing knowledge and
ideas across the board.

9. Give them feedback.

Give them feedback on their work.
Show them how their work has produced
real results and why. Give them
access to all the tools in your
company that
measure the results of your marketing
campaigns to help them analyze
the results. For example, if you involve a
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person in researching topics on a blog, show them
what makes blog posts popular.

10. Encourage mistakes. One of the best ways to

encourage creative ideas is by making it
really clear that mistakes are not just
tolerated but encouraged.
Understanding that not all creative ideas
are going to be wins creates a
comfortable environment to brainstorm
ideas and walk through new concepts.
Mistakes are part of every creative
process, and making room for them
allows for innovative thinking
11. Outline campaign objectives. As a marketing
leader, you're more likely to get creative
ideas from your teams by having clear
goals associated with the campaigns in
question and creating a safe
environment in which people feel
comfortable sharing their ideas. It can
also help to give people the opportunity
to contribute in writing after a
brainstorming meeting.

12. Foster cross-functional conversations.

Momentum builds when you can
bring members from your organization's
various departments together to deliver
ideation and execution. A product marketer
can offer UX delivery that elevates a brand
marketing idea. An analytical wizard will
know the best ways to capture data. The
content, social and
PR teams all add relevance. An idea is only a seed; it takes a crossfunctional team to bring it
alive.

13. Feed their brains.

Schedule educational
activities into your team's work week.
My team and I listen to the same
branding audio books or the latest
marketing lectures over a similar

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period of time. Each person then interprets this
newly acquired
information differently, resulting in a
whole spectrum of ideas to share during weekly
marketing pow-wow (i.e. brainstorming) meetings.
14. Offer positive reinforcement. Sometimes the
best way to encourage a team member is
to not discourage them. If a team
member suggests an idea that obviously
will not work or is even irrelevant, don't
put them down, especially in front of
others. If they have a great idea in the
future, they may hesitate or refuse to
share for fear of being mocked. Foster an
environment where there are no bad
ideas.

15. Democratize idea creation.

People who are shy about sharing

their ideas usually feel their ideas are not
great and they may look bad in front of
their colleagues. Assert that no ideas are
dumb and that you welcome all ideas.
Let your team submit ideas via email or
one on one. Discuss submitted ideas
anonymously in team meetings so
everyone can hear about them and let
people choose the idea that they like the
best.
SELF-CHECK 5.2-3
Idea Sharing from All Team Members

True or False
Direction: Read the following statements and tell whether the
statement is correct or not. Write TRUE if the statement correct and
FALSE if the statement is wrong.
1. If a team member suggests an idea that obviously will not work
or is even irrelevant, don't put them down.
2. People who are shy about sharing their ideas usually feel their
ideas are not great and they may look bad in front of their
colleagues.

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3. One of the best ways to engage your team is by asking what
they'd like to learn.
4. To help foster more creativity, consider permanent teams, desk
arrangements and assignments.
5. Sometimes people are stuck in creative ruts and need a little
motivation.

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 ANSWER KEY 5.2-3
Idea Sharing from All Team Members
1. True 2.
True
3. True
4. False
5. False

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 DETAILS OF LEARNING OUTCOME
Learning Outcome 3 Integrate ideas for change in the workplace
Contents:
● Introducing Change in the Workplace
● Get Employees Involved in Making Changes

Assessment Criteria
1. Use critical inquiry method to integrate different ideas for change of
key people.
2. Use summarizing, analyzing and generalizing skills to extract

salient points in the pool of ideas.

3. Use reporting skills likewise to communicate results.
4. Identify current Issues and concerns on the systems, processes and
procedures, as well as the need for simple innovative practices.

Condition:
Trainees must be provided with the following.
Equipment
● Computer
Supplies And Materials
● Pen
● Paper
● Forms
Learning Materials:
● Competency based learning material
Assessment Method:
● Written test
● Interview

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 LEARNING EXPERIENCES
Learning Activities Special Instructions
1. Read Information If you have some problems on
Sheet 5.3-1 on Information Sheet 5.3-1, don’t hesitate to
Introducing Change in approach your facilitator. If you feel you are
the Workplace knowledgeable on the content of
Information Sheet 5.3-1, you can now
answer Self-Check 5.3-1.
2. Answer Self-Check Compare your answer with the answer key
5.3-1 5.3-1. If you got 100% correct answer in this

self-check, you can now move to the next

information sheet. If not review the
information sheet and go over the selfcheck
again.
3. Read Information If you have some problems on
Sheet 5.3-2 on Get Information Sheet 5.3-2, don’t hesitate to
Employees Involved approach your facilitator. If you feel you are
in Making Changes knowledgeable on the content of
Information Sheet 5.3-2, you can now
answer Self-Check 5.3-2.
4. Answer Self-Check Compare your answer with the answer key
5.3-2 5.3-2. If you got 100% correct answer in this
self-check, you can now move to the next
information sheet. If not review the
information sheet and go over the self-check
again.
INFORMATION SHEET 5.3–1 Introducing
Change in the Workplace
Learning Objectives:
After reading this Information Sheet, you must be able to:
1. Illustrate how to fill up the different forms
2. Identify different workplace forms
3. Select the appropriate form for specific purpose

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 Change in the workplace is
implemented to benefit the organization,
whether the planned goal is increasing the
bottom line or improving customer relations.
Even the best of employees can balk at
changing practices and procedures they see
as still working well in the workplace.

Advertise Your Goal

Inform all your employees of your
planned goal. Make them aware that you
will be expecting, for example, a 5-
percent increase in sales
or improved numbers in
regards to customer service. Be specific
with the figures and the methods by
which you'll measure the
progress and success toward your chosen goal.

Emphasize the Benefits

Create a sense of enthusiasm toward
the coming changes by pointing out the
benefits of achieving your new goal. You
may be able to afford bonuses if your bottom
line increases, or your corporate
headquarters may reward your unit if
expenses go down by a certain percentage.
Make your employees aware of how they will
benefit by hitting your goal.
Make Change Possible
Create and provide training for all
employees to help them achieve the
needed changes. Teach them new
procedures, hold classes on controllable
cost savings, or hold meetings to
demonstrate best practices in
customer relations. Give your people
the tools with which they can succeed.

Listen

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 Monitor the progress while the
change is occurring. Make it known
that you welcome feedback and listen to
any concerns your employees may
have. While some may object to certain
changes simply because they were used
to the old way of doing things, others
may have intelligent and legitimate
alternate solutions that you should
consider. Implement any employee-based ideas you can to make the
transition go more smoothly
SELF-CHECK 5.3-1
Introducing Change in the Workplace

True or False
Direction: Read the following statements and tell whether the
statement is correct or not. Write TRUE if the statement correct and
FALSE if the statement is wrong.

1. Always inform your employee on your planned goals.

2. Provide and create necessary training's for your employees.
3. Always feed your employees with monetary incentives.
4. Create a sense of enthusiasm toward the coming changes by
pointing out the benefits of achieving your new goal.
5. Do not implement any employee-based ideas you can to
make the transition go more smoothly.

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 ANSWER KEY 5.3-1
Introducing Change in the Workplace

1. True
2. True
3. False 4. True
5. False

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 INFORMATION SHEET 5.3-2 Get Employees
Involved in Making Changes

Learning Objectives:

After reading this Information Sheet, you must be able to:

1. identify initiatives in making changes;
2. list the reasons behind making changes;
3. use tips and warnings in making changes.

Change initiatives can be

difficult for employees, especially if
they’ve grown comfortable with the
status quo.
Shifts in marketing and sales
strategy,management structure,
workplace technologies or other areas
can alter a business drastically.
Fundamental changes in
operation might redefine employee
responsibilities,
forcing them to acquire new skills to
remain productive.
Add to that the psychological stress of great change: Workers might fear
the initiative will compromise the financial integrity of the business or
jeopardize its competitive standing. For all these reasons, its vital to inspire
employees to work for change rather than against it.
How to Get Employees Involved in Making Changes?
1. Explain the reasons behind the push for change. The major
reason change initiatives fail is a disconnect between the views of
management and employees, according to the Harvard Business Review on
Change. Lay out in detail why the change is necessary, what benefits are
expected, what risks the change entails and any other relevant features of
the plan.
2. Ask for employee input. Eliciting experienced viewpoints from
various levels within your organization helps you plan effectively. For
example, practical consequences that are immediately apparent to
employees on the ground might not occur to management.

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 3. Provide incentives to motivate employees to work for the
change. For example, offer profit-sharing plans that hinge on the success
of the initiative, or offer bonuses to the most proactive employees.
Incentives increase employee participation and boost morale.
4. Delegate responsibilities so employees feel empowered.
Distributing power gives everyone a stake in the success of a change
initiative. Otherwise, employees might feel plowed under and helpless,
which could lower worker morale and jeopardize the initiative
5. Provide extra support for employees who have difficult
transitioning. For example, a shift in organizational structure might remove
some from familiar roles, forcing them to take on responsibilities they can’t
yet handle. Help them adapt to their new roles by providing any extra
training they require and offering your guidance throughout the transition.
TIPS
● Change your staff: If people aren't performing or are bringing a
negative attitude to work everyday, then let them go. Workplace
culture begins with its people.
● Change your attitude: Make sure you're expressing gratitude
always and espousing company values that make each employee
feel special for being a part of this exclusive workplace culture.
● Change the cash-flow: You may need to reallocate funds to
different departments.
● Change your advancementstructure: Give employees an
opportunity to move up.
● Change your compensation: Make sure your plan is fair and
rewards the hardest workers.
● Change your communication: Hire someone new to oversee clear
communication.
● Change your decision making processes: Give employees a say
for better results.

WARNINGS
● Avoid management-only decision making that is imposed upon
employees.
● Do not play favorites or advance people without clear, merit-
based criteria.
● Be careful not to spring the changes on everyone suddenly,
without warning.
● Never threaten or coerce workers into submission.

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 ● Forget about mass layoffs if you want to maintain any kind of
corporate culture.

SELF-CHECK 5.3-2
Get Employees Involved in Making Changes

Enumeration
Direction: Enumerate the steps on How to Get Employees Involved
in Making Changes?
1.
2.
3.
4.
5.

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 ANSWER KEY 5.3-2
Get Employees Involved in Making Changes

1. Explain the reasons behind the push for change True

2. Ask for employee input.
3. Provide incentives to motivate employees to work for the change.
4. Delegate responsibilities so employees feel empowered.
5. Provide extra support for employees who have difficult transitioning.

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 ACKNOWLEDGEMENT

https://smallbusiness.chron.com/change-culture-workplace-720.html
https://smallbusiness.chron.com/introduce-changeworkplace- 34861.html
https://www.forbes.com/sites/forbescommunicationscouncil/
2018/05/ 21/15-ways-to-encourage-creative-idea-sharingfrom-all-
team- members/#273d007ace0a
https://www.innovationresource.com/seven-strategies-forgenerating- ideas/
https://www.braineet.com/blog/encouraging-workplace- innovation/#strategy

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