Professional@York forum with 8 breakout sessions
The theme for this forum is enhancing collaboration and fostering continuous improvement. We will look at both individual choices that impact on personal effectiveness through to how group collaboration and process review can enhance staff and student experience. There will be a mix of case studies and breakout sessions during the afternoon.
- Date: 8 May 2019
- Time: 13:45 - 16:45
- Location: Spring Lane Building (SLB/118)
Tea and coffee will be available from 13:45 to 14:15.
- 1.45pm - 2.15pm Networking in Spring Lane Atrium
- 2.15pm - 3.00pm Welcome and introductions SLB/118
- 3.00pm - 4.15pm Breakout session
- 4.15pm - 4.45pm Next steps and close
The break out sessions
Below are the eight break out sessions that are on offer as part of this Professional@York forum. When signing up for the forum you'll be able to select one of the options below. There are limited spaces for each and are on a first come, first served basis.
Introduction to Six Thinking Hats
This taster session will give you an introduction to the Six Thinking Hats, and will highlight how it can help make meeting time more effect by: Shifting your thinking (and others) from negative to positive Shifting your thinking from emotional reactions to facts within seconds Looking at decisions and problems systematically Generating more and better ideas.
Clouds, Collaboration and Camels: Exploiting the strengths of Google Services for Teamwork@York
We will discuss the challenges faced when teams decide to adopt a cloud-based approach: What changes would we need to make? What would be the challenges to making these changes? How could we overcome these? Our thinking and discussion will be summarised in collaborative applications.
Make Every Minute Count: 'Lean' for Higher Education
In this session we'll Learn about the Lean 8 wastes using some examples from University life, Practise identifying waste in a process, Generate ideas for removing waste and adding value.
Facilitation Tools and Techniques
Learn from our experiences in the facilitator pool and come away with some tips and tricks to take back with you. This session will demonstrate what tools and techniques are available, and when they could be used.
Business Analysis Tools and Techniques Mash-Up
This session will introduce a selection of techniques, including the fishbone analysis, that can be used during your team's continuous improvement activity or a Rapid Improvement Event. Bust some myths - these techniques will be presented in user friendly language and jargon free.
Using customer journey mapping to understand our service users
Customer journey mapping is a technique for understanding the experience of the customer - in our case, the students and staff that use our professional services. By bringing to life the needs and emotions of the students and staff you interact with, you can get a whole new perspective on how you could improve your service. In this session we'll practise mapping our own customer journey using a real life example, Learn how to visualise a customer map, Share some top tips for successful customer journey mapping.
Introduction to User Experience (UX)
UX is an umbrella term for a suite of methods to help us first understand our users better, and then to improve the experiences people have when using services. These techniques lead to a deeper and more complex understanding of user needs and behaviours than traditional data gathering methods normally allow. This session will provide you with an introduction to UX and illustrate through case studies the effectiveness of using UX to improve services.
Personal Response to Change
This session will explore attitudes and mindsets about organisational change. We will consider whether we frame change in ways that are helpful and constructive, some of the thinking and communication barriers to this, and how these can be overcome. This is not about accepting change without challenge but it is about considering whether our reactions to change are helpful or can undermine the potential for success without fully giving new approaches a reasonable chance of success or recognising their contribution to the broad evolution of the organisation.