COMPETENCY-BASED LEARNING MATERIAL

Sector : AGRI-FISHERY (21st CENTURY)

ORGANIC AGRICULTURE PRODUCTION

QUALIFICATION TITLE : NC II

UNIT OF COMPETENCY : Contribute to Workplace

Innovation

MODULE TITTLE : Contributing to Workplace

Innovation

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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.

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 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.
● 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
Participate in Participating in 400311210
1
workplace workplace
communication communication
Work in a team Working in a team 400311211
2
environment environment
Solve/Address General Solving/Addressing 400311212
3
Workplace Problems General Workplace
Problems
Develop Career and Developing Career and 400311213
4
Life Decisions Life Decisions
Contribute to Contributing to 400311214
5
Workplace Workplace
Innovation Innovation
Present Relevant Presenting Relevant
6 400311215
Information Information
Practice Practicing
7 Occupational Occupational Safety 400311216
Safety and Health and Health Policies
Policies and and Procedures
Procedures
Exercise Efficient Exercising Efficient
8 and Effective and Effective 400311217
Sustainable Sustainable Practices
Practices in the in the Workplace
Workplace
Practice Practicing Entrepreneurial
9 Entrepreneurial Skills in the Workplace 400311218
Skills
in the Workplace

TABLE OF CONTENT
Page No.
How To Use This Competency-Based Learning Material 2
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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
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

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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.

DETAILS OF LEARNING OUTCOME

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 Learning Outcome No. Identify opportunities to do things
1 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 E X P E R I E N C E S

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 Learning Activities Special Instructions
1. Read Information Sheet If you have some problems on Information Sheet
5.1-1 on What is 1.1-1, don’t hesitate to approach your facilitator.
Workplace Innovation? If you feel 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 5.1-
What is Workplace 1. If you got 100% correct answer in this self-
Innovation? 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 If you have some problems on Information Sheet
1.1-2 on Cultivating 5.1-2, don’t hesitate to approach your facilitator.
Innovation and If you feel you are knowledgeable on the content
Creativity in the of Information Sheet 5.1-2, you can now answer
Workplace Self-Check 5.1-2.

4. Answer Self-Check 5.1-2 Compare your answer with the Answer Key 5.1-
Cultivating Innovation 2. If you got 100% correct answer in this self-
and Creativity in the check, you can now move to the next
Workplace information sheet. If not review the information
sheet and go over the self-check again.
5. Read Information Sheet If you have some problems on Information
5.1-3 on Techniques to Sheet5.1-3, don’t hesitate to approach your
Encourage Innovation facilitator. If you feel you are knowledgeable on
in the Workplace. the content of Information 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 5.1-
Techniques to Encourage 3. If you got 100% correct answer in this self-
Innovation in the check, you can now move to the next
Workplace. information sheet. If not review the information
sheet and go over the self-check again.

INFORMATION SHEET 5.1-1

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 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.

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.

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 A Suggested Innovation Framework

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

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 (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

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.

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Portrait of a Creative Person
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.

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 SELF-CHECK 5.1-2
Cultivating Innovation and Creativity in the
Workplace

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

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

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 How can companies encourage innovation and
creativity in the workplace?
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.

● Empower your employees to think about tough problems

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 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-
to-day 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
problem-solving.
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.

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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.
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
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 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

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.

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 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.

● 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.

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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
time- saving 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
problem-solving, the right software can foster a real innovation
culture across your whole company.

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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.

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.

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 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.
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 Discuss and develop ideas with others
2
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

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 LEARNING EXPERIENCES

Learning Activities Special Instructions

1. Read Information Sheet If you have some problems on Information Sheet
5.2-1 on Generating and 5.2-1, don’t hesitate to approach your facilitator. If
Developing Ideas you feel 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 5.2-
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 self-check again.
3. Read Information Sheet If you have some problems on Information Sheet
5.2-2 on Great Minds 5.2-2, don’t hesitate to approach your facilitator. If
Discuss Ideas. Average you feel you are knowledgeable on the content
Minds Discuss Events. of Information Sheet 5.2-2, you can now answer
Small Minds Discuss Self-Check 5.2-2.
People.
4. Answer Self-Check 5.2-2 Compare your answer with the answer key 5.2-
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.
5. Read Information Sheet If you have some problems on Information Sheet
5.2-3 on Idea Sharing 5.2-3, don’t hesitate to approach your facilitator. If
from All Team Members. you feel 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 5.2-
3. 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.

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 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.
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!

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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.

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.

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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.

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!

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 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.

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 “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, 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.
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 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 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
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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 imaginations of
their teams.
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.

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 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 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.

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 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.

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

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 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 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

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 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 cross-
functional 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 period of time.
Each person then interprets
this newlyacquired
information differently,
resulting in a whole spectrum of
ideas to share during weekly
marketing pow-wow (i.e.
brainstorming) meetings.

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 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.

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 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.
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 Integrate ideas for change in the
3 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
Introducing Change hesitate to approach your facilitator.
in the Workplace If you feel you are 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
5.3-1 answer key 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
self-check again.
3. Read Information If you have some problems on
Sheet 5.3-2 on Get Information Sheet 5.3-2, don’t
Employees Involved hesitate to approach your facilitator.
in Making Changes If you feel you are 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
5.3-2 key 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.

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 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

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

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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
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

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 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.

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 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.
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.

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

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 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-change-
workplace- 34861.html
https://www.forbes.com/sites/forbescommunicationscouncil/
2018/05/ 21/15-ways-to-encourage-creative-idea-sharing-
from-all-team- members/#273d007ace0a
https://www.innovationresource.com/seven-strategies-for-
generating- ideas/
https://www.braineet.com/blog/encouraging-workplace-
innovation/#strategy

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