Change also demands in the Communication for new ways, corporate learning is announced. Ask help one Organization while learning.

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Critically creative exchange

In Companys should be certain Set through more or less planned Measures be reached. For the successful Implementation these must be regularly adapted to the general economic conditions.

For a long time this was only one decision from above, more and more companies today go to others ways. Demand and encourage those responsible Executives and Employeesto deal critically and creatively with the company and your own position in it.

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It is only through open communication that the company develops a common vision as the basis for a permanent development. If managers and employees form such a learning community, new development processes can be initiated.

But how do you become familiar with each other in a company? By having supervisors and co-workers get involved in one another and being fundamentally open to each other's point of view. Questions are helpful here.

Common reality

Executives see their company differently than the employees, although they also have different perceptions. Individually, large parts of the whole story are blown out, because the assessment of the happenings is basically dependent on the position of the observer.

Finally, the platform for a change process forms the part in which the different visions coincide. Here lies the common reality.

Objective representation

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Whether it is personal ability, career development or the new orientation of the company - in principle situations should be described first and not judged.

The objective presentation is the prerequisite for the search for new approaches. Questions are among the most important tools in this change and learning process.

8 virtuosic questioning techniques for corporate learning

Questions help rethink to bring about that puts managers and employees in a position to think and act entrepreneurially Strategy and positively influence their success.

Different types of questions are available for a questionnaire that is applied in a virtuosic manner:

  1. Questions about dates: provide very specific information, such as numbers, facts, etc., while the respondent must already take a personal position in the case of distinctive questions: How does your way of working differ from others? Do you have the same opinion as ...?
  2. With questions about gossip: a mood image can be captured: Are there rumors? What do you say about your department?
  3. Hypothetical questions: take a situation to find out possible reactions: what would happen if you were transferred to Division X?
  4. Circular questions: the opinion of other persons: How do your colleagues think about your approach?
  5. Future issues: of course, focus on these: What tasks do you see in the future?
  6. Context matters: provide information on who or what else is affected by the process. Does your partner know of your desire to take the lead?
  7. Questions about behavior and behavior patterns: provide concrete information
  8. Questions about the inner picture: finally help to draw a picture of personal thought and action.

Curiosity on the factual level

Naturally there is a certain curiosity behind questions. However, this should be at the level of factual interest and should not trigger one-sided interpretations and evaluations.

Rather, the person asked should get to know themselves better by formulating the answers as precisely as possible. Polarizing questions are therefore of little use. Answers like “yes or no” and “right or wrong” fix a situation and prevent it from happening Reorientation more than they could provide forward-moving impulses.

Class score

If questions form an essential part of the communication, the learning community has a good chance of achieving its class goal successfully to achieve.

The new form of communicative co-operation for superiors, employees and companies has a profitable effect in every case and equally.


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