Learning From Labs: Day 2

Here is the e-mail thread from learning on Day 2: xxxx To control our workflow, we stuck 2 pieces of Flip chart paper on the wall, one a grid of 4 weeks and the other a 5 day grid split into morning and afternoon. One represents the calendar for the duration of the lab, the other the one week plan. We use post its to track work. Green post its for syndications, yellow for To do, orange for deliverables and red for resource unavailability. We use red, green and orange on the monthly plan, and yellow, green for the weekly plan. We only started yesterday afternoon, so I hope it’ll still be on the wall when we get there today… It seems a simple visual way but it’s way better than having to switch on the projector to see the plan and way more efficient to change plans on tack. As we write on the flipchart a lot, we have two (additional) people to help with the typing and capturing. We currently used 2 SL1M trainees, and I tell you, with the right coaching, these two will learn a lot! You may want to plan ahead and try to get this 2 support staff for your OSH lab. Oh one final note: Data-> information -> insight -> Knowledge -> Wisdom -> Truth. Warmest Regards, Wan Fadzil Adlan xxxxxx wah interesting facts...keep in coming tuan. Thank you for sharing xxxxx Wan Fadzil Adlan B W Sidik wrote: Great job! Hope everyone can watch it. Btw, Apollo 13 is a good movie to learn crisis management, and there is an episodeof ER that is a good example of hazardous materials readiness. If I find the title, I'll share it. You the man, Azizi xxxx Interesting indeed.. Btw I just finished downloading The 12 Angry Men. For those who want a copy, it's 6.9GB. Sent from my iPhone xxxxxx On Apr 16, 2013, at 8:20 PM, "Wan Fadzil Adlan B W Sidik" wrote: > Thanks for the comments and interest. > We watched '12 Angry Men' a movie about a juror who went about systematically convincing the other 11 jurors that they're wrong. > Thinking about syndicating and selling ideas, this movie taught me: > facts and figures always trump emotions. > Understand what drives the other persons motivation and deal with it one at a time > Include everyone and create allies. Tackle the most difficult ones last > Self-interest and prejudices commonly drive the need to disagree > To win, u need to pick your fights one at a time. Don't just spew facts. Strategy is important. > The environment profoundly affects the level of acceptance > When arguing your case, focus is important as your opponent may sidetrack you away from your objective. > Other things I learnt was: > Think of the 20, 000 non execs we have in the company when choosing a name for the lab and make sure the name you choose delivers the right connotation. The fastest way is to think of an inspiring word, and then find the words to turn it into an acronym > We needed to come up with a model by today, but we got caught with trying to fix the current problems we had. > We should have begun with the basic definitions such as what is vendor,development, what are products and etc to get the team on the same page before starting out on the model. > As a result of that we will be continuing the drawing up the model tomorrow as well as pitching name for the lab. > Tomorrow we wil be reviewing our profiles, so it will be interesting to see how the team responds. So far behaviorally they have been spot on with the scores. > > That's it for now. There'll be more fun tomorrow.