tailieunhanh - What, So What and Now What: the analytic process

What, So What and Now what. Maybe you’ve heard this before, I certainly didn’t invent it. I learned the technique twenty years ago while training to facilitate team building sessions. We used metaphors to train, activities such as sitting back to back in pairs and describing geometric shapes for partners to draw, or team exercises in Lego construction. The lessons were always about communication and understanding team strengths and weaknesses and we used What, So What, Now What in the debrief to make lessons apparent. We’d begin the debrief by asking the participants What had happened. . | What So What and Now What the analytic process By Chris Garson Copyright 2012 Chris Garson Smashwords Edition What So What and Now what. Maybe you ve heard this before I certainly didn t invent it. I learned the technique twenty years ago while training to facilitate team building sessions. We used metaphors to train activities such as sitting back to back in pairs and describing geometric shapes for partners to draw or team exercises in Lego construction. The lessons were always about communication and understanding team strengths and weaknesses and we used What So What Now What in the debrief to make lessons apparent. We d begin the debrief by asking the participants What had happened. Once the observations were on the table we followed with So What an invitation to speculate on the exercise s meaning which set the stage for Now What when we asked what from the exercise could be taken back to the workplace. I wish I knew who did come up with What So what and Now what so I could give them proper credit. A quick Google search turned up many articles describing this debriefing technique as a tool for the experiential learning cycle often used for parenting and in teaching. I ve taken the model and adapted it to the analytical process and developing analytical skills. I ve trained managers to assess analytical capabilities using the What So What and Now What scale and a quality assurance training program was developed based on these three questions. Individuals can be at level 1 2 or 3 analytical capability as are specific jobs. The trick is to match up the analytical capabilities of the individual with the needs of the job. Level 1 people are good at gathering data and reporting the facts. Level 2 people are good at statistics theory and proof Level 3 people are good at turning theory into decisions. In any business people at all three skill levels are needed. Those operating at a higher analytical level typically rely on data and speculation provided by the lower .

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