Labor–Management Partnerships for Public Transportation, Volume 1: Toolkit (2015) / Chapter Skim
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Pages 14-20
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From page 14... ...
14 C H A P T E R 4 The professional experience of the project team, supported by the case studies, clearly indicates that the success and sustainability of LMPs in the transit industry depend heavily on the use of relevant teaming, problem-solving, and decision-making skills by the leadership and key members on both sides of the partnership. The workshop guide that follows is designed to actively involve participants in a process that will encourage retention of the skills they have learned and help transfer these skills to the real work environment.
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Labor–Management Partnership Workshop Framework 15 • Adults have a need to be "self-directing." Therefore, the role of the leader and coordinator is to engage in a process of mutual inquiry with group members rather than for them to transmit their knowledge to the group and then evaluate their conformity to it. To achieve adult learning, the workshop framework recommends the use of some widely recognized skill-development and training tools that have been broadly applied in the transit industry such as the following: • The ADDIE model.
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16 Labor–Management Partnerships for Public Transportation • Roles. For the group to become cohesive, group members must discuss and agree upon the role of each member.
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Labor–Management Partnership Workshop Framework 17 already had the same point of view, there would be no need to bring a group together in the first place. Managing conflict must be the responsibility of each team member.
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18 Labor–Management Partnerships for Public Transportation of this guide to discuss them all. Three of the most commonly used tools are discussed in this guide.
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Labor–Management Partnership Workshop Framework 19 – Assign a letter to each problem statement. Group members write on a piece of paper the letters corresponding to the number of problem statements the team produced.
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20 Labor–Management Partnerships for Public Transportation buy-in. Challenges from the board or the public to management leaders have very different political sensitivity than challenges from union members to union leaders.
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