Execution of the status quo analysis self assessment
- Slides: 10
Execution of the status quo analysis/ self assessment: Potential and measures workshop (3 rd date) § Half-day moderated workshop • if required: Clarification of open data and • Introduction in the method of finding potentials and measures • Identification of strengths and potential room for improvement based on the status quo assessment • Priorisation of the improvement potentials • Deriving of concrete measures based on the identified potentials • Drawing up of an action plan of measures • Feedback and foresight to the reflection workshop/ exchange of experiences -----------------------------------------------------------------------|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| Holger Rohn - Trifolium-Beratungsgesellschaft mb. H
Method for finding improvement potentials and measures (profile creation) Approach in seven steps: 1. Areas with values lower than 5 or 50 % or with scores that are lower than the specific average are marked in the radar chart. This is done for all four diagrams. 2. Questionnaires are consulted in order to identify the individual statements that were marked » good « or » poor «. 3. These statements and the corresponding negatively evaluated appraisal category (e. g. internal communication: good planning; less good in implementation and review/follow-up) are written on cards that are subsequently pinned to the charts. The same procedure is carried out for statements with positive scores. Different colours of cards ensure transparency (e. g. red cards for areas with potential for improvement, green cards for strengths). -----------------------------------------------------------------------|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| Holger Rohn - Trifolium-Beratungsgesellschaft mb. H
Method for finding improvement potentials and measures (profile creation) (continuation) Approach in seven steps: 1. 2. 3. . 4. Discussion of interim findings if the situation requires. 5. Focussing of main points within the interim results if necessary. The aim is to identify four to eight areas for potential improvement (depending on specific preconditions, efforts, costs etc. ) for which action plans conceived. Example for defining lead points: all participants stick dots on cards they see as most important. 6. Identified areas for improvement are discussed in the plenum or in small groups to work out possible measures thus making full use of all resources. 7. Compilation of an action plan complete with budget, schedule, responsibilities etc. -----------------------------------------------------------------------|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| Holger Rohn - Trifolium-Beratungsgesellschaft mb. H
Step 5: Priorisation with glue points Source: Wuppertal Institute -----------------------------------------------------------------------|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| Holger Rohn - Trifolium-Beratungsgesellschaft mb. H
Steps 6+7: Drafting measures and creating the action plan § The action planning. . . ü. . . has to be defined as precisely as possible, preferably as a table ü. . . can be created in the complete team or also in small groups of 2 -3 persons ü. . . is possibly created consensually ( accordance of which measures are urgent Source: Wuppertal Institute -----------------------------------------------------------------------|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| Holger Rohn - Trifolium-Beratungsgesellschaft mb. H
Contact Holger Rohn Trifolium - Beratungsgesellschaft mb. H Alte Bahnhofstrasse 13, D-61169 Friedberg, Germany Phone: +49 6031 68754 64 email: info@trifolium. org Web: www. eurocrafts 21. eu This project is funded with support from the European Commission. This publication reflects the views only of the author, and the Commission can not be held responsible for any use which may be made of the information contained therein. The Leonardo da Vinci project Euro Crafts 21 is carried out under the administration of plenum society for holistic sustainable development and the Factor 10 Institute Austria. The objective of the project is to establish a significant added value in the vocational education in Austria and the participating partner countries (Finland, Germany, Slovakia, Spain and Hungary). This will be achieved through the innovation transfer of an already completed pilot project - aiming the development and testing of an overall qualification and consulting concept for sustainability management in the handicraft branch of North Rhine-Westphalia (Germany). -----------------------------------------------------------------------|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| Holger Rohn - Trifolium-Beratungsgesellschaft mb. H
Source Lemken, Thomas; Rohn, Holger in collaboration with Tobias Engelmann: Module B 2 Self-Check Crafts. Westdeutscher Handwerkskammertag (Ed. ): Sustainable Management in crafts enterprises. A manual for the implementation of a qualification and consulting concept made for consultants and teachers in the crafts sector. Results from a pilot project, Düsseldorf (Nachhaltiges Wirtschaften in Handwerksbetrieben. Eine Handreichung zur Durchführung eines Qualifizierungs- und Beratungskonzeptes für Betriebsberater/-innen und Dozenten/-innen im Handwerk. Ergebnisse aus einem Modellversuch, Düsseldorf). -----------------------------------------------------------------------|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||| Holger Rohn - Trifolium-Beratungsgesellschaft mb. H
