CORPORATE ADOPTION FOR LEAN BEHAVIOR MODELS BY OUR BUSINESS COACHING & MENTORING DIVEDIP METHODOLOGY

?FREE LEARNING GOAL ORIENTATION

With the DIVE–DIP model, simplicity is mastery. It is essential to know oneself, perform the target actions, experience goal change, and once again to know oneself.

To Know, To Do, To Be, and To Know.

As part of the KOLB Learning Cycle, a free-learning-oriented coaching model was designed.

Only acquired through this free learning orientation based on simplicity and continuity, this model will boost perforance more than would be possible with behavior models oriented towards Performance Approval or Performance Avoidance.

In the learning cycle, learning and self-discovery with the freedom to make mistakes, of experiencing, and of discovery are preferred, clear of success approval and/or mistake avoidance orientation.

Results of a study by McKinney on the most reliable methodologies in achieving the highest performance show that Learning Goal Orientation is more reliable at the first level.

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The greatest threats in the McKinney study: Performance Approved Goal Oriented: Managers who accept that they need others to approve their performance are observed to be more successful at the second level.

Performance Avoid Goal Orientation: Impressions, voices, feelings, expressions, warnings such as "Watch out!" or "Avoid accidents!"are observed to turn into a "glass ceiling" syndrome within the Blue Book created by the managers in their mind and heart and to restrict them substantially.

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D - DRAWING BOARD

To see the big picture, we just need pre-analysis, a simple balance to set the correct goal, different points of view to focus on the golden proportion in the picture, and establishment of rules and limits.

First things evoked by drawing board: Listening, target topics, placing in the big picture, summarizing, and reflecting. Just as a diver who cannot breath but just watches the environment and determines a behavior model. Breathing may carry the diver over to different positions.

The second thing evoked by Drawing Board is to achieve the golden proportion, balance and naturality in the picture, which is in fact described in Coaching fundamental behavior models as "Building Rapport". In coaching fundamental behavior models, it is actually an art to establish a proper communication and relationship with the individual being coached. Gain the trust of the individual being coached by establishing a natural and efficient communication. Set the rules on confidentiality and information exchange, be tenacious and monitor their full enforcement.

In the Drawing Board step of the DIVE-DIP model, Buddy methodology - one of the fundamental rules of diving - is adopted to be able to draw the individual being coached patiently and kindly to the golden proportion in the big picture in case of sneaking off, wandering around, sabotaging or avoiding the target topic.

In order to avoid communication errors, accidents during the session provide an understanding of the client's process in advance and identify the way to intervene for the alarms from the diver who lost his balance under pressure. (If a scuba diver has a problem with his/her tank pressure or air, he/she cannot surface without his/her "buddy.")

At this point, the basis of the drawing board is to bind the behavior methods and permissions with a contract without drawing a big picture at the outset so as to bring back on board when the client loses connection to the process. How to maintain the chemistry achieved in the relationship between the coach and the individual being coached? What is essential is to establish a coach-coachee relationship in which they concentrate on and explore the emotions with the intention and concern of catching the excitement and feelings highlighted and they tend toward the exploration, wonder and curiosity in the world of feelings and emotions just as the oxygen in the blood of scuba divers converts into ozone as they dive deeper and deeper.

Just as the diver who cannot take out anything he/she sees or catches in the ocean, the coach cannot scatter around all values and treasures he has caught without the permission of the caochee.

Before setting out on a journey in the ocean, needs must be clearly determined. It is essential to review the treasures, the gains, and the actions at the end of the journey.

You cannot dive under the ocean without your buddy. Eye contact and "building rapport" with the buddy should not be ignored. The individual being coached should feel safe and comfortable and have the opportunity to review, assess and reflect.

The coach should show that he/she will not take a risk in areas falling out of his/her responsibility to carry the trust one step further. Division of tasks and responsibilities should be discussed beforehand among the sponsor, individual being coached and coach. The sponsor or the individual being coached should be offered the chance to renew the goals in the second and/or third meetings to clarify issues they are not sure about.

The sponsor should get information on and be aware about the measuring techniques.

Is this really the big picture? Sometimes, this can be questioned.

In the coach-coachee-sponsor relationship, it is essential to manage the review process and to establish processes for focusing and reviewing the viewpoints.

Sharing of experiences, ability to perform tests freely, respect, fun of exploring, feedback, being natural, encouraging, and supporting are magical brush strokes, which reveal the secrets in seeing the big picture.

After all, in the coach-coachee relationship, it is essential to know and experience mutually the behavior models. In first step, the coach will enable the individual being coached to know the proper goals for him/herself and start to draw the big picture. In this step, it is essential to represent and know the current state by simple conceptualization at the bottom of the learning cycle.

I – INNOVATIVE PROCESS

Creative process models will be used to enable the individual being coached to know and discover him/herself, to believe that he/she can get out of his/her comfort zone and exert and/or surpass his/her capacity, remove the barriers before the inner emotion and decision mechanisms: Co-Active Model, To Grow Model, Oskar Model and similar coaching models with proven success will be applied in personal processes. In addition to these models, coaching creative tools such as "Gestalt Chair Workshop" will be used.

In commercial and corporate processes, Canvas Business Model and The Shewart Model will be applied under the Hersey-Blanchard Situational Leadership Metodology. While these models are the best in achieving commercial success, Hersey-Blanchard leadership methodology is adopted in the management of change by the maturity level of the teams in the commercial projects. Hersey-Blanchard recommends coaching for the maturity level M2.

In our DIVE–DIP model, in addition to M2, the maturity levels M3 and M4 may also need coaching. In the In Advance ve Performance steps of the DIVE-DIP methodology, coaching is executable in the maturity levels M3 and M4.

V – VALIDATE KNOWLEDGE

Engineering effect is at the forefront. In the engineering approach, it is essential not to put knowledge acquired into practice without thesis-antithesis or validation. The knowledge should be first tested and acknowledged in a continuous manner, the experience gained should be definite and similar knowledge should be refined, digested and internalized.

The validation step includes 2 dimensions.

1)???Verification: It should be based on experience, include imaginable and describable decision-making mechanisms / decision trees.

2)???Assessment: It should be triable. Can the tested process and behavior models be generalized? Can they be refined and digested?

In this step, the aim is to have concrete experience within the learning cycle.

This is the first action step of the individual being coached who has known him/herself within the learning cycle approach. (To DO)

E–EARNINGS

In the To Do step of the learning cycle in which acquired concrete experience are learned, target behavior models and attitudes are digested, embraced, and placed in the action plan. Before implementing the identified behavior models and attitudes, social, economic, and individual influences should be personally reviewed and assessed.

D – DIAMOND IN THE ROUGH

The learning cycle now moves to active experiences. Change starts to be applied (to BE). The individual being coached gets out of his/her comfort zone and starts to go beyond him/herself and exhibit his/her best practices. Just as you can easily remember how to ride a bicycle when you get on one 10 years after you first learned to ride it as a kid. Events and behaviors are now acknowledged in the mind of the individual being coached and work just like automatic reflex mechanisms in the human body.

This period also includes "Fulfillment & Balance" effect, which underlies the acquirement of a focusing perspective under the Co-Active Coaching Model in order to acquire active experience in creative models of the change process.

Imagine that you start to cut and polish a diamond without going through the aforementioned processes. What a huge decrease will there be in the value of the treasure! Although those being coached may desire to move immediately to this step in the coaching process, patient discovery and acquirement of active experience are essential in the learning cycle.

In this step that highlights the power and value of active experience and acquirements, those being coached are encouraged to draw upon their acquirements and push their own capacities in order to overcome the barriers they themselves have raised in their inner world.

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I – IN ADVANCE

It involves maintaining and advancing the constant change, keeping the process sustainable and live, moving out from the comfort zone to the change goal or taking the goal much further.

Individual motivation and self-management are essential. Learning orientation will keep self-fulfillment and motivation high. Free learning orientation - the main behavior model in the learning cycle - is considered a great motivating factor for the individual being coached and companies. Those being coached attain their initial goal in a self-transcendent state, having discovered their capacity and limits.

In the learning cycle, Learning Goal Orientation ends in self-management. The maturity level of the individual being coached is now M3 to M4. In the learning cycle, discovery and bewilderment of transformation accelerates and the maturity stage of the change surfaces. (To BE)

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P – PERFORMANCE

In the change process, the individual being coached is in the maturity level M4. He/she is like a boat ready to anything in the ocean.

In our personal and commercial coaching model, a personal compliance is aimed between the end-to-end mastery required by Volkan the analyst and golden ratio and engineering effect desired by Volkan the painter.

Personal Performance compliance involves 8 dimensions. 8 dimensions of performance compliance: crises, work stress, creativity, uncertainty, learning, interpersonal, cultural, physical.?[Understanding Adaptability: A Prerequisite for Effective Performance Within Environments shawn burke, linda g. pierce, eduardo salas]

This step aims to go deeper and re-apply and review each separate model step on 8 dimensions for personal performance compliance in order to enable the individual being coached to know him/herself much better.

The goal is to ensure sustainable development performance, to help those being coached to place the question "Where am I?" in the big picture and return back to the step required in the DIVE-DIP model to restart the process.

During this phase, it is important to ensure that performance increase and maximum achievable improvement goals are reachable. For instance, in current computer games, with maximum 30% degree of difficulty in each level and succession of new levels with each completed one, players are addicted. [Timothy Gallwey] taraf?ndan geli?tirilen

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Based on the “TheInnergame” theory developed by [Timothy Gallwey], it has been adopted that performance development and compatibility be adjusted in accordance with individual leveragability balance. Those being coached are expected to return back to the beginning in the learning cycle to know themselves and continue evaluation with reflected personal impressions.

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??As your partner to raise your values together, We would need detailed information on your business.

Please do not hesitate to contact me directly for any questions.

Best Wishes Warm Regards

Volkan N Korkmazer

Cheif Economist & Strategist & Business Coach & Mentor

@Enterprise Corporate Risk Management Advisory

GSM: +90?(542) 233 11 00 / Email: volkan@KORKMAZER.CO

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Cannot be reproduced without permission.