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 Dynamic Training Management« (D.T.M.) 
What is the trigger for a change process ?

The keys to management can not be learnt from studying a book. Experience and practice are essential for acquiring the techniques required for efficient and effective team management. The capacity to manage people is the result of a long learning process.

In order to accelerate this learning process, Eur'Egide has created D.T.M. (Dynamic Training Management«), a system which enables a rapid triggering of the management behaviour knowledge transfer process.
 
1 gram of experience = 1 ton of theory

D.T.M. is hyper-operational, offering a training mix situated between Business Game and Company Theatre. It is totally relevant to the multi-dimensional environment in which the participant is immersed :

Fully comprehensive (financial and social issues).
3 levels of interaction :

- competition between 2 teams on the same market,
- interpersonal relations within a team (focus on group),
- relations between manager and team-member (focus on the individual).

Realism of management situations.
To date, more than 3500 managers have benefited
from Dynamic Training Management
D.T.M. is based on 6 key issues :
 Knowledge and experience.  
D.T.M. blends knowledge acquisition with learning by experience ("Knowing" and "Feeling"). Bearing in mind that in the real world of business, the gap between what is "qualitative" (i.e. the way of doing) and what is "quantitative" (i.e. the result) is entirely fictitious, D.T.M. takes both factors into account.

 Realistic, implicative management situations. 
The situations applied, which take into account both economic and social concerns, are completely realistic, and totally adapted to the objectives of your company. Everyone is called upon to negotiate as if with real clients and real team-members (roles played by consultants).

 The mirror never lies. 
Everyone is allowed to make mistakes - indeed, it is almost an obligation. That is how one is able to progress. In this way one is able to see the strengths and weaknesses of one's actions.

 Positive empowerment. 
Three-way debriefing (i.e. trainee, team, consultant) encourages each person to take stock of their level of responsibility in the positive and negative progress of the team.

 Anchoring of new working methods. 
Throughout the DTM process, the participants experience the same process, (with between 10 and 15 corrective loops), so as to anchor the new management practices firmly in people's minds and behaviour.

Each session is analysed in detail in order to stimulate :

an animation index, which qualifies the energy relationship between the manager and the team-member (how does the team-member feel after the meeting with the manager -" pumped-up" or "let-down"?). Productivity of the team-member is closely conditioned by the quality of this interview. The animation index gives a positive or negative read-out of the deployment energy level.

individual or collective corrective actions.

 Self-correction 
Each participant determines a series of "Progress Commitments", a personal progress contract drawn up by, and for, him/herself.
Last, but not least, fun is never overlooked - it is after all an essential key to speeding-up the learning process.

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