1.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
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PTC DN
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COMPETENCY-BASED LEARNING MATERIAL
SECTOR : AUTOMOTIVE AND LAND TRANSPORT
(21st
CENTURY)
QUALIFICATION TITLE : DRIVING NC II
UNIT OF COMPETENCY : Contribute to Workplace
Innovation
MODULE TITTLE : Contributing to Workplace
Innovation

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CBLM in
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HOW TO USE THIS COMPETENCY- BASED LEARNING MATERIAL
The unit of competency, “Contribute to Workplace Innovation”,
is one of the nine basic competencies of level II qualifications which
comprise the knowledge, skills and attitudes for you to possess.
The module, “Contributing to Workplace Innovation”,
contains training materials and activities for you to complete. It is one
of the modules required to complete a certain qualification.
You are required to go through a series of learning activities
in order to complete each of the learning outcomes of the
module. Information Sheet (IS) consists of learning contents that
you need to attain while reading. After IS is a Self-Check (SC) that
will help you test yourself if you have attained the learning
objectives.
Task Sheets (TS), Job Sheets (JS) and Procedural Sheet
(PS) are activity sheets that will help you practice the skills
previously discussed in the IS or demonstrated by your Learning
Facilitator (LF). A Performance Criteria Checklist (PCC) and
Procedural Checklist (PC) are provided with the TS or JS, and
PS which will allow for self-evaluation or peer evaluation. These
checklists may be used by your LF to evaluate your performance.
Follow these activities on your own. If you have questions, don’t
hesitate to ask your LF for assistance.
The goal of this program is the development of practical
skills. To gain this skill, you must learn basic concepts and
terminology. For the most part, you’ll get this information from the
IS.
This module was prepared to help you achieve the required
competency.
This will be the source of information for you to acquire knowledge and skills in
this competency independently and at your own pace, with minimum
supervision or help from your LF.

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Remember to:
● Work through all the information sheets and complete
theactivities in each section.
● Read IS and complete SC. Suggested references are
included tosupplement the materials provided in this
module.
● Perform there TS, JS, and PS until you are confident
that youroutputs conform to the PCC and/or PC that
follows the sheets.
● Submit outputs of the TSs, and JSs to your LF for
evaluationand recording in the Achievement Chart.
Outputs shall serve.
● As your portfolio during the Institutional Competency
Assessment. When you feel confident that you have
had sufficient practice, ask your LF to evaluate you.
The results of your Institutional Competency
Assessment will be reflected in the Progress Chart.
You MUST pass the Institutional Competency Assessment for
this before moving to another competency. A Certificate of
Achievement will be awarded to you after passing the
Institutional Competency Assessment
Note:
Training is the sole purpose of this learning material. Some
picturesare taken from Google as reference

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LIST OF COMPETENCIES
No. Unit of
Competency
Module Title Code
Basic
Competency
1
Participate in
workplace
communication
Participating in workplace
communication
400311210
2
Work in a team
environment
Working in a team
environment
400311211
3
Solve/Address General
Workplace Problems
Solving/Addressing
GeneralWorkplace
Problems
400311212
4
Develop Career and
LifeDecisions
Developing Career and
LifeDecisions
400311213
5
Contribute to
Workplace
Innovation
Contributing to
Workplace Innovation
400311214
6
Present Relevant
Information
Presenting Relevant
Information
400311215
7
Practice
Occupational
Safety and Health
Policies and
Procedures
Practicing
Occupational Safety
and Health Policies
and Procedures
400311216
8
Exercise Efficient
andEffective
Sustainable
Practices in the
Workplace
Exercising Efficient
and Effective
Sustainable Practices
in the Workplace
400311217
9
Practice
Entrepreneurial
Skills
in the Workplace
Practicing Entrepreneurial
Skills in the Workplace 400311218

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Date Developed:
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TABLE OF CONTENT
Page No.
How To Use This Competency-Based Learning Material 2
List Of Competencies 4
Table Of Content 5
Module Content 7
Details Of Learning Outcome 8
Learning Experiences 9
Information Sheet 5.1-1 10
Self-Check 5.1-1 13
Answer Key 5.1-1 14
Self-Check 5.1-2 18
Answer Key 5.1-2 19
Information Sheet 5.1-3 20-29
Self-Check 5.1-3 30
Answer Key 5.1-3 31
Details Of Learning Outcome 32
Learning Experiences 33
Information Sheet 5.2-1 34
Self-Check 5.2-1 37
Answer Key 5.2-1 38
Information Sheet 5.2-2 39
Self-Check 5.2-2 42
Answer Key 5.2-2 43
Information Sheet 5.2-3 44-49
Self-Check 5.2-3 50
Answer Key 5.2- 51
Details of Learning Outcome 52
Learning Experiences 53
Information Sheet 5.3–1 54
Self-Check 5.3-1 56
Answer Key 5.3-1 57
Information Sheet 5.3-2 58-67
Self Check 5.3-2 68
Answer Key 5.3-2 69
Acknowledgement 70

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CBLM in
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Date Developed:
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MODULE CONTENT
Unit of Competency : Contribute to Workplace Innovation
Module Title : Contributing to Workplace Innovation
Module Descriptor : This module covers the knowledge,
skills and attitudes required to
identify, discuss and integrate ideas
for innovation in the workplace.
Learning Outcomes
At the end of this module you must be able to:
1. Identify opportunities to do things better.
2. Discuss and develop ideas with others.
3. Integrate ideas for change in the workplace.
Assessment Criteria:
1. Identify opportunities for improvement proactively in own area of
work.
2. Gather and review information which may be relevant to ideas
andwhich might assist in gaining support for idea.
3. Identify people who could provide input to ideas for improvements.
4. Select ways of approaching people to begin sharing ideas.
5. Set meeting with relevant people.
6. Review and select ideas for follow up based on feedback.
7. Use critical inquiry method to discuss and develop ideas with
others.
8. Use critical inquiry method to integrate different ideas for change
ofkey people.
9. Use summarizing, analyzing and generalizing skills to extract
salient points in the pool of ideas.
10.Use reporting skills likewise to communicate results.
11. Identify current Issues and concerns on the systems, processes and
procedures, as well as the need for simple innovative practices.

7.
CBLM in
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Innovation
Date Developed:
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DETAILS OF LEARNING OUTCOME
Learning Outcome No. 1 Identify opportunities to do things better
CONTENTS:
1. What is Workplace Innovation?
2. Cultivating Innovation and Creativity in the Workplace
3. Techniques to Encourage Innovation in the Workplace
ASSESSMENT CRITERIA
1. Identify opportunities for improvement proactively in own area of
work.
2. Gather and review information which may be relevant to
ideas andwhich might assist in gaining support for idea.
CONDITION:
The following are available:
1. EQUIPMENT
● Computer
● Whiteboard
2. LEARNING MATERIALS
● Competency based learning materials
● Bond paper, permanent Marker
ASSESSMENT METHOD:
● Written test
● Interview

8.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
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Document No:
Prepared by:
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LEARNING E XP ER IE N C E S
Learning Activities Special Instructions
1. Read Information Sheet
5.1-1 on What is
Workplace Innovation?
If you have some problems on Information Sheet
1.1-1, don’t hesitate to approach your facilitator.
If you feel you are knowledgeable on the content
of Information Sheet 5.1-1, you can now answer
Self-Check 5.1-1.
2. Answer Self-Check 5.1-1
What is Workplace
Innovation?
Compare your answer with the answer key 5.1-
1. If you got 100% correct answer in this self-
check, you can now move to the next
information sheet. If not review the information
sheet and go over the self-check again.
3. Read Information Sheet
1.1-2 on Cultivating
Innovation and Creativity
in the Workplace
If you have some problems on Information Sheet
5.1-2, don’t hesitate to approach your facilitator.
If you feel you are knowledgeable on the content
of Information Sheet 5.1-2, you can now answer
Self-Check 5.1-2.
4. Answer Self-Check 5.1-2
Cultivating Innovation
and Creativity in the
Workplace
Compare your answer with the Answer Key 5.1-
2. If you got 100% correct answer in this self-
check, you can now move to the next
information sheet. If not review the information
sheet and go over the self-check again.
5. Read Information Sheet
5.1-3 on Techniques to
Encourage Innovation in
the Workplace.
If you have some problems on Information
Sheet5.1-3, don’t hesitate to approach your
facilitator. If you feel you are knowledgeable on
the content of Information Sheet 5.1-3, you can
now answer Self-Check 5.1-3.
6. Answer Self-Check 5.1-3
Techniques to Encourage
Innovation in the
Workplace.
Compare your answer with the Answer Key 5.1-
3. If you got 100% correct answer in this self-
check, you can now move to the next
information sheet. If not review the information
sheet and go over the self-check again.

9.
CBLM in
Contribute
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Workplace
Innovation
Date Developed:
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INFORMATION SHEET 5.1-1
What is Workplace Innovation?
Learning Objectives:
After reading this INFORMATION SHEET, You must be able to:
1. List the different types of innovation,
2. Discuss the meaning of innovation in the workplace,
3. Develop goals and ideas for workplace innovation.
Defining Innovation?
Innovation in its modern meaning is "a new idea, creative thoughts,
new imaginations in form of device or method". Innovation is often also
viewed as the application of better solutions that meet new requirements,
inarticulate needs, or existing market needs.
The main driver for innovation is often the courage and energy to better
the world. An essential element for innovation is its application in a
commercially successful way. Innovation has punctuated and changed human
history (consider the development of electricity, steam engines, motor
vehicles, et al

10.
CBLM in
Contribute
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Innovation
Date Developed:
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Types of innovation
In business and economics, innovation is often divided into five types:
1. Product innovation, which
involves the introduction of a
new good or service that is
substantially improved. This
might include improvements in
functional characteristics,
technical abilities, ease of use, or
any other dimension.
2. Process innovation involves the
implementation of a new or
significantly improved
production or delivery method.
3. Marketing innovation is the
development of new marketing
methods with improvement in
product design or packaging,
product promotion or pricing.
4. Organizational innovation (also
referred to as social innovation)
involves the creation of new
organizations, business
practices, ways of running
organizations or new
organizational behavior.
5. Business Model innovation
involves changing the way
business is done in terms of
capturing value e.g. Compaq vs.
Dell.

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A Suggested Innovation Framework
Workplace Innovation is about creating organizations in which all
employees use and develop their knowledge, skills, experience and creativity
to the full. Growing evidence shows that workplace innovation practices
which empower employees to make day-to-day-decisions, challenge
established practices, contribute ideas, and be heard at the most senior
levels, lead to better business results, as well as enhanced workforce health
and engagement.

12.
CBLM in
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Workplace
Innovation
Date Developed:
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SELF-CHECK 5.1-1
What is Workplace Innovation?
True or False: Direction: Write TRUE if the statement is correct
and FALSE if thestatement is wrong:
1. The main driver for innovation is often the courage and energy to
better the world.
2. Innovation in its modern meaning is "a new idea, creative thoughts,
and new imaginations in form of device or method".
3. Business Model innovation involves changing the way business is
done in terms of capturing its integrity.
4. Innovation is often also viewed as the application of
Better solutions that meet new requirements, inarticulate needs,
or existing market needs.
5. Hospitality innovation is the development of new marketing
methods with improvement in product design or packaging,
product promotion or pricing.

13.
CBLM in
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Innovation
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ANSWER KEY 5.1-1
What is Workplace Innovation?
True or False:
1. True
2. True
3. False
4. True
5. False

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INFORMATION SHEET 5.1-2
Cultivating Innovation and Creativity in the
Workplace
Learning Objectives
After reading this Information sheet, you must be able to:
1. List down tips in enhancing creativity,
2. describe traits of creative people,
3. Use leadership for innovation.
Leading Innovation
To innovate is to intentionally
let go of the “way things are” and
welcome “the way they could be.”
Breakdown is the first step
toward innovation, an intentional
release of established habits of
thought,expectations,
assumptions, and beliefs in order
to embrace “not knowing”. The
concept of surfing the “edge of
chaos” sounds exciting until
You get there and leave control at the door. In Adaptive Change
we call thisthe fall.
3M Innovation Strategy and Leadership
♦ Setting stretch targets – such as ‘x% of sales from
products introduced during the past y years’ – provides
a clear and consistent message and a focus for the whole
organization.
♦ Allocating resources as ‘slack’ – space and time in which
staff can explore and play with ideas, build on chance
events or combinations, etc.
♦ Encouragement of ‘bootlegging’ employees working on
innovation projects in their own time and often accessing
resources in a non- formal way – the ‘benevolent blind
eye’ effect.
♦ Provision of staged resource support for innovators who
want to take an idea forward – effectively different levels of
internal venture capital for which people can bid (against

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increasingly high hurdles)
– This encourages ‘entrepreneurship (internal
entrepreneurial behavior) rather than people feeling they
have to leave the firm to take their good ideas forward.
Six Tips to Help You Enhance Your Creativity
1. Open Your Mind - Have one new
experience every day; no matter
how small. New experiences
stimulate the brain and help you
make new and original
connections; critical for boosting
breakthroughs.
2. Diversify - Involve others in your
problem-solving efforts that bring a
different perspective or cultural
experience than yours.
3. Mental Floss – Relax; Stress,
exhaustion, boredom and even pain
can block our pathways to
creativity.
4. Stop Looking for the Right Answer
- Look for many right answers.
5. Discover Your Creative Rhythm -
Start paying attention to when
you get your best ideas.
6. Health Makes Wealth - Regular
exercise not only benefits your
body, it boosts brain performance
as well.

16.
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Innovation
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Portrait of a Creative Person
Creative people pay
attention to their world, see things
differently, challenge
assumptions, take risks, are
not afraid to fail, and strive to
generate multiple solutions to
problems. They are passionate
about creativity and seek
opportunities to innovate.”
5 Traits of Creative People
1. Creative people are curious. They ask questions all the
time. When they see or discover something they do not
understand, they make the extra effort to learn everything
they can about how it works, and how it can benefit them
and others.
2. Creative people like challenges. They do not run away
from challenges; they tackle them head on. The bigger the
challenge, the more they are intrigued. They do not try to
escape problems, but rather they treat them as challenges.
The most creative people I know are also great problem
solvers.
3. Creative people are not afraid to experiment. They are
risk takers, and they are not afraid to try something new,
whether it is a process, gadget or formula. Experimenting is
a way for them to see what works and what doesn’t work.
They will not wait for people to dictate their actions; they
would rather lead.
4. Creative people have high standards. They do not settle for less
than their best. They will find a way to make something better. They
never stop learning.
5. Creative people know how to accept and give
constructive criticism. No matter what we do, people
will always have something to say about it, whether it is
good or bad. Creative people can accept criticism and turn
it into opportunities. They also know how to give
constructive criticism. Since they have high standards,
they many times expect themselves and others to excel in
whatever they do.

17.
CBLM in
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Innovation
Date Developed:
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SELF-CHECK 5.1-2
Cultivating Innovation and Creativity in the
Workplace
Enumeration:
Direction: Enumerate the 5 traits of creative people.
1.
2.
3.
4.

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ANSWER KEY 5.1-2
Cultivating Innovation and Creativity in the
Workplace
Enumeration:
Direction: Enumerate the 5 traits of creative people.
1. Creative people are curious.
2. Creative people like challenges.
3. Creative people are not afraid to experiment.
4. Creative people have high standards.
5. Creative people know how to accept and give constructivecriticism.

19.
CBLM in
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Innovation
Date Developed:
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Document No:
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INFORMATION SHEET 5.1-3
Techniques to Encourage Innovation in the Workplace
Learning Objectives
After reading this Information sheet, you must be able to:
1. List down techniques to encourage innovation in the workplace.
2. Explain the importance of encouraging
innovation in the workplace.
3. Restructure work layout and design for innovation.
Encouraging
workplace
innovation not only helps
companies stay on top of
the market and defend their
bottom lines: innovative
workplaces are also happier
workplaces, with consistently
higher levels of employee
satisfaction
andretention.
Why should companies care about their capacity to innovate?
1. Competitive advantage
Companies that invest time, effort and money in finding new and better ways of
doing things have an advantage over others in the market. It’s that simple.
Innovation doesn’t just help a company to offer exciting new
products and services to customers. It also allows companies to stay
profitable and survive in the market
2. Customer centricity
Trailing new approaches to services and products ensures a
constant focus on serving the needs of customers. This helps
build a dedicated market base and ensures a company stays
responsive to customer demand.
3. Employee satisfaction and retention
An innovative working approach appeals to employees with
higher levels of creativity and lateral thinking, helping companies
to hold on to their best talent

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How can companies encourage innovation and creativity
in the workplace?
Encouraging
innovation isn’t easy. From
juggling competing company
priorities to overcoming
internal resistance and
inertia, there are a lot of
things that can get in the
way.
No matter what industry
you’re in, unlocking the
innovative potential of your
people – and your business
more generally – comes down
to a mix
of management approaches, shared values, strategy, and resources.
Techniques to encourage innovation in the workplace,
broken down into the following subjects:
● Leadership & management
● Innovation strategy
● Willingness to experiment
● Open communication
● Staff well-being
● Workplace design & layout
● Tools & software
Leadership & management
When it comes to innovation,
the tone always comes from the top.
Senior leaders need to find ways to
encourage their staff to think about
innovation every day and to take
ownership and responsibility for new
ideas and solutions. Encouraging
innovation via lea dership and
management can be a challenge,
empowering your employees to think
about tough problems can definitely
help the challenge.

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● Empower your employees to think about tough problems
As Apple’s Steve Jobs said,
“It doesn’t make sense to hire
smart people and tell them what
to do; we hire smart people so
they can tell uswhat to do.”
This is a key technique to
encourage workplace
innovation:
empower your employees to think
about the tough problems and
reward staff for working towards
solutions.
● Adopt a non-hierarchical management approach
When it comes to
encouraging workplace
innovation, a stricthierarchy
can be a real killer.
If your staff work
deferentiallyand only think
about innovation when
specifically tasked to do so,
you’ll never be able to reach
yourcompany’s full potential.
The most innovative companies
have a flat – but strong – management approach, allowing employees to
break down silos and barriers between work areas. A lot of innovation comes
from cross-pollination between teams and divisions, and from the sharing of
ideas and problems.
● Give your staff a reason to care
To be truly innovative,
your employees need some skin
in the game. They shouldn’t
think about innovation as
something for senior
management to think about –
instead, innovation should be
part of everyone’s job
description.
Look for ways to incentive
staff to think about innovation,
and bring them along the
journey by
developing a company-wide innovation strategy

22.
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● Encourage your people to think about innovation on a daily basis
Innovation shouldn’t be
something people think about
only during retreats and
workshops. If thinking about
new ways of doing things is seen
only as an occasional exercise,
you’ll never be able to access the
full potential of your employees’
creativity and imagination.
Innovation strategy
Workplace innovation needs
to be strategic and should be a
core partof your company’s DNA.
No matter what their
responsibilities are, every single one
of your people should be able to
draw a straight line between the
company innovation strategy and
the contents of his or her day-to-
day job.
● Develop an innovation strategy – and use it
An innovation strategy sets out guiding principles for how
yourcompany will grow its market share through product and
service.
Innovation. A good strategy helps to clarify what is expected of
employees at every level of your company when it comes to problem-
solving.
By developing an innovation strategy, leadership provides
employees with certainty about the core role of innovation and
reinforces the idea that innovation is everyone’s responsibility.
Developing an innovation strategy also forces senior
management to think about what innovation means to them, and
to state in clear terms how their employees should contribute new
ideas for products, systems, andservices.
Microsoft is an excellent example of how to put an innovation
strategy to use. By making its strategy a core part of employee
responsibilities, Microsoft helps its employees at every level to
make innovation a key part ofwhat they do.

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● Accept failure and make it the norm
It’s an unavoidable fact that
innovation carries the risk of
failure. For every example of
world-changinginnovation,
there’s a whole trash heap of
failed ideas.
Rather than running from
this fact, companies need to
come topeace with it.
Acknowledge the possibility of
failure, de-dramatize it
and encourage risky initiatives to help employees approach
innovation in a more open and inventive way
Willingness to experiment
In order to be truly
innovative,companies need to be
willing to experiment.
Whether this is through
customer co-creation, identifying
market adjacencies, or
participating in an innovation
hub, companies must
demonstrate an appetite for new
ways of doing things.

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● Look for market adjacencies
A key aspect of innovation
is thinking about market
adjacencies.
Adjacencies are new
products or markets that are
closely related to the work a
company is currently engaged
in, but are different enough to
represent new value for the
company. By moving into these
areas, a company can create new
customers and solidify its
market position.
For example, think about Disney’s recent foray into
streaming media. The media giant already produces an incredible
amount of popular content, so stepping into the market adjacency
of a platform for streaming made a lot of sense.
● Embrace co-creation and open innovation opportunities
When it comes to
innovation, don’t be afraid to get
your customers involved, too.
After all, your diehard fans are
the most likely people to have
great ideas for new products
and services – especially if they
use your services and products
every day.
A great example here is
Starbucks, which ran its “My
Starbucks Idea” portal for a
decade from 2007 to 2017,
receiving over
150,000 suggestions from dedicated Starbucks fans as a result.
This not only resulted in top-selling Starbucks products like
Hazelnut Macchiatos and pumpkin spice lattes but also gave
Starbucks the chance to build a valuable community of super
fans for market research purposes.

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Participate in an innovation hub
Innovation hubs are
places for business
representatives to get together
and share approaches to
innovation. Having grown in
popularity over the last decade,
there are now hundreds of
these hubs around the world.
The concept of an
innovationhub recognizes the
importance of a
multidisciplinary approach to innovation and shows the
importance of collaboration in problem-solving. Innovation hubs
can be a great way to encourage “blue-sky” thinking.
Open communication
Getting innovation right
takes a
commitment to
open communication and
transparency.
To make innovation a
real part of your workplace
culture, your staff need to
know senior management is
being open about the need for
innovation, and the
potential benefits for the
company as a result
● Be transparent
Your staff need clear,
consistent information about the
company’s innovation goals,
and about the potential benefits
for employees if they get things
right.
A key part of this is
developing an innovation
strategy, and ensuring open
communication
aboutinnovation.

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Staff well-being
Innovation isn’t just about
encouraging your staff to think
laterally: it’s also about making
sure that when your employees
are being creative, they don’t feel
threatened orat risk.
There are two great ways to
do this. First, you can recognize
and reward innovations, and
second, try to ensure staff
psychological safety.
● Recognize and reward successful innovations
To get the best out of
your people when it comes to
innovation, you need a way to
recognize and reward
successful new ideas –
especially when they have the
potential to save the company
money or boost revenue.
This can be as simple
as providing public
recognition, for example,
giving out awards at all- hands
meetings.
●
● Ensure staff
psychological safety
This is a crucial element
to get right. After all, employees
don’t want to feel like attempts
at innovation could threaten
their jobsif it goes wrong.
Your staff members need to
be able to be honest and forthright about new product and systems
suggestions, without fear of recrimination or adverse effects on
their jobs.
So, one of the first things you should do when encouraging
innovation is to set clear ground rules and let people know that
their positions won’t be at risk if the innovation exercise isn’t a
success.

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Workplace design and layout
There’s a growing
recognition that the physical
working environment is just
as important as management
or leadership when it comes to
encouraging innovation.
● Organize your office for maximum innovation
Office design and layout
can make a huge difference
when it comes to innovation.
Even something as simple as
deciding where particular teams
should sit can have a massive
effect on creativity and
collaboration.
Google’s groundbreaking
office designs include features
like putting greens, vintage
subway cars, and revolving
bookcases. However, you
don’t have to invest in gimmicks to be like Google.
Instead, you can learn from Google’s approach to putting
teams together to learn from each other, and from creating spaces
where informal meetings and information sharing is more likely to
happen.

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Tools and software
Finally, your staff also needs access
tothe right tools to support innovation.
There are two reasons for this.
First, using the right set of tools can
save time and effort, freeing your staff
up to innovate. Second, a good set of
innovation software can guide your staff
in taking an idea through from concept
to implementation.

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● Use tools to create time and space to innovate
There’s an incredible range of time-
saving software available to businesses.
Whether it’s project management
software, online collaboration platforms,
or even cloud accounting products, it’s
never been easier to save time on basic
processes.
These software products aren’t
just helpful with avoiding headaches –
they can also free up your staff to do
the kind of
creative and innovative thinking they didn’t have time for before.
So, take a look at the range of software products out there, and
think about how you could put the inevitable time savings to use.
● Consider innovation software
Innovation and creative
thinking isn’t a question of
natural `talent. With the
right tools, processes, and
methods, anyone can be an
innovator and find new
solutions to complex
problems.
This is where ideas
and innovation management
software can help. By
structuring ideation,
collaboration, communication and setting parameters for problem-
solving, the right software can foster a real innovation culture
across your whole company.

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True innovation takes commitment and perseverance
Moving towards an innovative workplace takes time, hard work,
and a certain amount of forgiveness for error and failure. As we’ve
seen, even successful and highly innovative companies still have their
fair share of failures.
Many of the necessary ingredients of workplace innovation
also involve juggling some downsides. For example:
● encouraging employee collaboration must be balanced against
maintaining individual accountability, and leaving room for
those lone wolves who get their best work done by going solo
● avoiding workplace hierarchies requires strong leadership, a
trusting approach to management, and a commitment to
hiring highly motivated people
● before a company can experiment with innovation, it has to
get the day-to-day operations on track first
So, while you’re working to encourage workplace innovation, don’t be
surprised if the changes are harder to implement than you thought.
Innovation can be a long game. Whether you’re chasing incremental
innovation or radical innovation, things will probably take longer than you
realize.

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SELF-CHECK 5.1-3
Techniques to Encourage Innovation in the Workplace
Enumeration:
Direction: Give 7 techniques to encourage innovation in the
workplace.
1.
2.
3.
4.
5.
6.
7.

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ANSWER KEY 5.1-3
Techniques to Encourage Innovation in the Workplace
1. Leadership & management
2. Innovation strategy
3. Willingness to experiment
4. Open communication
5. Staff well-being
6. Workplace design & layout
7. Tools & software

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DETAILS OF LEARNING OUTCOME
Learning Outcome
2
Discuss and develop ideas with others
Contents:
1. Generating and Developing Ideas
2. Great minds Discuss Ideas. Average Minds Discuss
Events. SmallMinds Discuss People.
3. Idea Sharing from all Team Members
Assessment Criteria
1. Identify people who could provide input to ideas for
improvements.
2. Select ways of approaching people to begin sharing ideas.
3. Set meeting with relevant people.
4. Review and select ideas for follow up based on feedback.
5. Use critical inquiry method to discuss and develop
ideas withothers.
Condition:
Trainees must be provided with the following.
Equipment
● Computer
Supplies And Materials
● Pen
● Paper
● Forms
Learning Materials:
● Competency based learning material
Assessment Method:
● Written test
● Practical/performance test
● Interview

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LEARNING EXPERIENCES
Learning Activities Special Instructions
1. Read Information Sheet
5.2-1 on Generating and
Developing Ideas
If you have some problems on Information Sheet
5.2-1, don’t hesitate to approach your facilitator. If
you feel you are knowledgeable on the content
of Information Sheet 5.2-1, you cannow answer
Self-Check 5.2-1.
2. Answer Self-Check 5.2-1 Compare your answer with the Answer Key 5.2-
1. If you got 100% correct answer in this self-
check, you can now move to the next information
sheet. If not review the informationsheet and go
over the self-check again.
3. Read Information Sheet
5.2-2 on Great Minds
Discuss Ideas. Average
Minds Discuss Events.
Small Minds Discuss
People.
If you have some problems on Information Sheet
5.2-2, don’t hesitate to approach your facilitator. If
you feel you are knowledgeable on the content
of Information Sheet 5.2-2, you cannow answer
Self-Check 5.2-2.
4. Answer Self-Check 5.2-2 Compare your answer with the answer key 5.2-
2. If you got 100% correct answer in this self-
check, you can now move to the next information
sheet. If not review the informationsheet and go
over the self-check again.
5. Read Information Sheet
5.2-3 on Idea Sharing
from All Team Members.
If you have some problems on Information Sheet
5.2-3, don’t hesitate to approach your facilitator. If
you feel you are knowledgeable on the content
of Information Sheet 5.2-3, you cannow answer
Self-Check 5.2-3.
6. Answer Self-Check 5.2-3 Compare your answer with the answer key 5.2-
3. If you got 100% correct answer in this self-
check, you can now move to the next information
sheet. If not review the informationsheet and go
over the self-check again.

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INFORMATION SHEET 5.2-1
Generating and Developing Ideas
Learning Objectives:
After reading this Information Sheet, you must be able to:
1. Identify steps in generating and developing ideas;
2. discuss brainstorming;
3. develop Wh-question to generate and develop ideas.
For many people, the toughest part of any writing task is getting
started. Here are some exercises that help with "blank page syndrome" or
"writer's block."
Listing: Brainstorm a list of
possible topics. If the assignment
deals with your own experience, try
a list of important events in your life
related to the topic. If the
assignment deals with material
from a class, brainstorm all of the
things you've talked about in the
class that you remember or that
interest you.
The important thing is not to
censor yourself at this point - write
down anything that comes to mind.
Free writing: Free writing simply
means writing without stopping for
a set amount of time. Start with
shorter amounts of time (2-5
minutes) and build up "stamina"
slowly. Again, as in listing, it's
important not to censor ideas at this
point; simply write down anything
that comes to mind.
Sometimes, if you keep your
hand moving, you'll come up with
details and
connections that never occurred to you until you wrote them down!

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Looping: Looping is a variation on
free writing. Pick one aspect of your
topic to begin writing on. Free write
for five minutes. Then, read over
what you have written and
underline the most important or
interesting idea or sentence. Start
with this idea or sentence and free
write for another fiveminutes.
Find your "center of gravity" sentence again. If you continue
this process, you'll often find you've started a rough draft of the
assignment.
Clustering: Write the topic in
the middle of the page and put a
circle around it. Then, branch out
from the circle with associations
and details about the topic. Write
down anything you can think of,
making connections as you see
fit (see "Guidelines for Selecting
a Subject," next page, for an
example).
Cubing: This is another way to
look at one topic from many
angles (like the pentad exercise).
Write for one to three minutes on
each of the six "sides": Describe,
Compare/Contrast (How is it like
something else? How is it different
from something else?), Analyze
(What parts does it have?),
Evaluate, Apply (What can you do
with it? How can you use it?),
Argue (for or against). All sides will
not work equally well for all topics.

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WH-questions:
Write five "Wh" questions (who Answering, what, where, when, why) across
your paper. List as many questions as you can think of that a reader
might ask about your topic in those categories. Write down answers or
features of your topic that might address those concerns.
Invisible Writing: If you have
trouble writing without constantly
re-reading and editing what you've
said, this may work for you. Using
a computer, turn the contrast
down on your monitor so the
screen is blank. Type for at least
20-
30 minutes without looking at
what you've written. Then, turn
the contrast up and, ignoring
typos, find out what you have to
say!

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SELF-CHECK 5.2-1
Generating and Developing Ideas Identification.
Direction: Read the following statements and identify what is
beingasked in each number.
1. Write the topic in the middle of the page and
put a circlearound it.
2. This is another way to look at one topic from
many angles(like the pentad exercise).
3. simply means writing without stopping for a set
amount oftime.
4. variation on free writing.
5. Brainstorm a list of possible topics.

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ANSWER KEY 5.2-1
Generating and Developing Ideas
1. Clustering
2. Cubing
3. Free writing
4. Looping
5. Listing

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INFORMATION SHEET 5.2-2
Great Minds Discuss Ideas. Average Minds Discuss
Events. Small Minds Discuss People.
Learning Objectives:
After reading this Information sheet, you must be
able to:Identify the importance of non-verbal
communication;
1. relate topics on “Small Minds Discuss people” in real life
events;
2. differentiate Great minds discuss ideas and Average
minds discussevents;
3. interpret the quote “Great minds discuss ideas. Average minds
discuss events. Small minds discuss people.”
Great minds discuss ideas. Average minds discuss
events. Small minds discuss people.
This is a quote
commonly
attributed to
Eleanor Roosevelt.
What does it mean?
Let’s start by
defining “ideas,”
“events,” and
“people.” Discussing
people here means
to talk about a
person, typically in
a negative,
gossipy way. Discussing events means to talk about the events
happening around the world. Discussing ideas means to
understand the higher level messages behind an event, to
understand human behavior, to look beyond what’s given, and
to find solutions to help the world.

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“Small Minds Discuss People”
When the quote says “Small minds discuss people,” it means that those
who discuss people as an end to itself are shallow. Unfortunately, a fair
segment of the media and our population today dedicate themselves to
discussing people. You have tabloid magazines, celebrity gossip sites, and
people who follow celebrity gossip like it is the central goal of their lives. Office
politics is not uncommon.
People backstab and criticize each other more often than
we like. Even our politicians today make personal attacks and
conduct smear campaigns. Online, we often see people shaming
or attacking each other, or worse still, others supporting such
behavior and joining in the attack, rather than taking a higher
ground.
“Average Minds Discuss Events”
When you switch from
discussing people to events,
there is an improvement
because you look beyond
people and focus on events.
There is an element of
objectivity as you’re now
looking at facts, figures, and
occurrences. Yet it is a logical
fallacy to
think that just
discussing events makes us
smarter.
Firstly, many news stories (depending on where you live) are
heavily censored according to the publication’s ideology and
alliances. In some countries, the government controls the media.
So when you’re reading the “news,” you’re really reading news
created/selected to fit what the publication wants you to know,
along with filtered comments and angled statistics.
Something to consider when you think that you’re being
educated by reading a particular news channel — it’s more
likely that you are beingconditioned.
Secondly, news channels tend to sensationalize and
report what is shocking. In internet terms, “click bait.” As the
saying goes, “When a dog bites a man, that is not news,
because it happens so often. But if a man bites a dog, that is
news.” Hence even though there are one billion possible things
to report each day, including countless positive stories and
consciousness-raising events, the selected stories are rarely the
most important, but some of the most negative, fear-based
stories you can find.

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Thirdly, even though we may be shocked by a grisly murder that
just happened, we have to bear in mind that murders, suicides, crimes,
and even war happen every single day. But when you read the news, your
attention gets directed to that one crime or that one murder. Or when a
news channel
repeatedly highlights the crimes that happen in a country,
it creates the notion that the place is highly unsafe, when
99.999% of its people get by perfectly safely each day.
In the process of being caught in fear/anger/shock, we
miss the bigger picture. The irony is that by thinking that we
educate ourselves by reading the news, we are isolating our
minds and painting an extremely skewed image of the world and
associating it with fear and terror, yet missing the whole point
which is, “What can we do to solve the issues we see?”
“Great Minds Discuss Ideas”
As someone becomes more curious about the world and looks
beyond what’s immediately visible, they start to talk about not
just people or events,but ideas.
● Why people do the things they do. What drives them;
● Why issues like murder, mass shootings, war, and
crimes arehappening. What we can do to prevent
such violence;
● How we can uplift others;
● How we can improve as people;
● World issues, because we’re not just citizens of a
country but acitizen of the world;
● Whether the direction we’re moving in, as a
society, as aworld, is actually good for us;
● And most important of all, ideas to improve the world.
Discussing ideas means not just taking
What is presented to you, but digging deeper. Understanding
Root causes. Understanding how something came to be.
Questioning Realities. Identifying solutions.
This quote is of course meant as generalization. People and
Events are often proxies to discuss ideas. We look upon
People like Elon Musk, Nelson Mandela, Oprah Winfrey,
Martin Luther King Jr.,Buddha, Bill Gates, etc.
as inspirational figures for change. We discuss people as a way to
understand each other. Discussing events helps us grow in awareness;
current affairs is a way to learn about the world. If something just happened
in my life and I share this with a friend, that’s part of conversation, of relating

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to each other.
The problem comes when we talk about people or events as
an end to itself. This quote reminds us that when we bad-mouth
others, gossip, or follow the news re actively, it doesn’t bring us
anywhere. Complaining or chit-chatting about people/events
endlessly will not change our lives ormake us smart.

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SELF-CHECK 5.2-2
Great Minds Discuss Ideas. Average Minds Discuss Events.
Small Minds Discuss People.
True or False
Direction: Read the following statements below and write
True if thestatement is true and write False if the statement
is false.
1. When we bad-mouth others, gossip, or follow
the newsre-actively, it doesn’t bring us
anywhere.
2. When you switch from discussing people to events,
there is animprovement because you look beyond
people and focus on events.
3. Discussing people means to understand the higher
level messages behind an event, to understand
human behavior, tolook beyond what’s given, and
to find solutions to help the world.
4. People backstab and criticize each other more
often than welike.
5. Complaining or chit-chatting about people/events
endlessly willnot change our lives or make us
smarter.

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ANSWER KEY 5.2-2
Great Minds Discuss Ideas. Average Minds Discuss Events.
Small Minds Discuss People.
1. True
2. True
3. False
4. True
5. True

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INFORMATION SHEET 5.2-3
Idea Sharing from All Team Members
Learning Objectives:
After reading this Information sheet, you must be able to:
1. list the ways to encourage sharing of ideas;
2. identify ideas for sharing
3. develop ideas to share among team members.
One person alone can't
come up with all the concepts
and collateral needed for these
campaigns, so marketing leaders
rely on the diverse viewpoints
and imaginations of their teams.
It's not always easy to get
everyone to share their brilliant
ideas. Your introverted staff
members may be less inclined to
speak up during
meetings, and sometimes people are stuck in creative ruts and
need a little motivation.
Ways to encourage everyone on your team to bring their
ideas to the table
1. Make it personal.
Whether a personal interest is
really niche or shared by many,
start there. You'll be amazed by
the parallels you find with your
professional work, and people
enjoy discovering different ways of
thinking about their work. From
basketball to music to science,
when the team starts with what
they personally care about, they
create whole new avenues for
interesting content.

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2. Schedule regular team
brainstorms.
Build ongoing brainstorm
sessions into the weekly or
monthly meeting rhythm. This
creates a culture of open
engagement and ensures your
team that their ideas are
valued. For all ideas selected,
follow up with incentives. Even
a small gift card, a lunch out
with you or access to company
products and
services goes a long way to show appreciation and fuel future innovation.
3. Build the right environment.
As a leader, your role is to
knock down walls and develop
an environment that evokes
creative thinking from your team.
The team needs to feel that their
voice is appreciated and that
they have room to do cool things.
Let them test their ideas, see
what works and what could be
improved, and make sure
they know that they have to opportunity to do so
4. Create innovation zones.
When office spaces are
inviting and open, there are
unlimited opportunities for team
members to provide new and
creative input. Our office includes a
separate innovation area designed
specifically for team collaboration.
This space is bright and open, and
our marketing teams regularly
leverage that space for
brainstorming and planning new marketing campaigns.

48.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
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of 65
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5. Be transparent with overall business goals.
The more teams know about
changing goals and new
opportunities for the business, the
more involved they will feel in its
success. Creative marketing ideas
stem naturally from the desire to
participate in the company's
growth and awareness of the
right direction. The resulting
successful marketing campaigns
compound the benefits on a
morale level and reinforce
employee loyalty.
6. Ask the team what they want to learn.
One of the best ways to
engage your team is by asking
what they'd like to learn. For
example, if someone says "video
content," develop a project that
encourages them to dive deep
into what you are already doing,
research competitors in the space
and present strategy ideas. This
project will help them to structure
feedback and learn more from the
experience than just sharing a
few early ideas.
7. Create a rotating culture.
Re purposing the same teams
for similar tasks may seem like the
easiest approach to resource
allocation, but switching things up
can stimulate new brainstorming
ideas. To help foster more creativity,
consider rotating teams, desk
arrangements and assignments. This
allows your team to step out of their
comfort zones and interact with
different team members on a deeper level, which can spark new idea

49.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 49
of 65
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8. Build a shared, centralized idea bank.
Within our intranet, I created
an index-able database for our
team to add campaign
retrospectives and ideas that can
be accessed throughout the
company. It makes it easy to type
in a keyword tag when creating a
new campaign to find relevant
ideas from our idea bank. Ongoing
brainstorming sessions are also a
must to get the creative juices
flowing and sharing knowledge and
ideas across the board.
9. Give them feedback.
Give them feedback on their
work. Show them how their work
has produced real results and
why. Give them access to all the
tools in your company that
measure the results of your
marketing campaigns to help
them analyze the results. For
example, if you involve a person in
researching topics on a blog, show
them what makes blog posts
popular.
10. Encourage mistakes.
One of the best ways to
encouragecreative ideas is by
making it really clear that
mistakes are not just tolerated
but encouraged.Understanding
that not all creative ideas are
going to be wins creates a
comfortable environment to
brainstorm ideas and walk
through new concepts.
Mistakes are part of every creative
process, and making room for them allows for innovative thinking

50.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
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11. Outline campaign objectives.
As a marketing leader, you're
more likely to get creative ideas
from your teams by having clear
goals associated with the
campaigns in question and
creating a safe environment in
which people feel comfortable
sharing their ideas. It can also
help to give people the
opportunity to contribute in writing after a brainstorming meeting.
12. Foster cross-functional conversations.
Momentum builds when you
can bring members from your
organization's various departments
together to deliver ideation and
execution. A product marketer can
offer UX delivery that elevates a
brand marketing idea. An analytical
wizard will know the best ways to
capture data. The content, social and
PR teams all add relevance. An idea is only a seed; it takes a cross-
functional team to bring it alive.
13. Feed their brains.
Schedule educational
activities into your team's work
week. My team and I listen to the
same branding audio books or
the latest marketing lectures over
a similar period of time. Each
person then interprets this
newly acquired
information differently,
resulting in a whole spectrum of
ideas to share during weekly
marketing pow-wow (i.e.
brainstorming) meetings.

51.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 51
of 65
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14. Offer positive reinforcement.
Sometimes the best way to
encourage a team member is to not
discourage them. If a team member
suggests an idea that obviously will
not work or is even irrelevant, don't
put them down, especially in front
of others. If they have a great idea in
the future, they may hesitate or
refuse to share for fear of being
mocked. Foster an environment
where there are no badideas.
15. Democratize idea creation.
People who are shy about
sharing their ideas usually feel
their ideas are not great and they
may look bad in front of their
colleagues. Assert that no ideas
are dumb and that you welcome
all ideas. Let your team submit
ideas via email or one on one.
Discuss submitted ideas
anonymously in team meetings so
everyone can hear about them and
let people choose the idea that
they like thebest.

52.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 52
of 65
Revision #00
SELF-CHECK 5.2-3
Idea Sharing from All Team Members
True or False
Direction: Read the following statements and tell whether
the statement is correct or not. Write TRUE if the statement
correct and FALSEif the statement is wrong.
1. If a team member suggests an idea that obviously will
not workor is even irrelevant, don't put them down.
2. People who are shy about sharing their ideas usually
feel theirideas are not great and they may look bad in
front of their colleagues.
3. One of the best ways to engage your team is by
asking whatthey'd like to learn.
4. To help foster more creativity, consider permanent
teams, deskarrangements and assignments.
5. Sometimes people are stuck in creative ruts and
need a littlemotivation.

53.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 53
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ANSWER KEY 5.2-3
Idea Sharing from All Team Members
1. True
2. True
3. True
4. False
5. False

54.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 54
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DETAILS OF LEARNING OUTCOME
Learning Outcome 3 Integrate ideas for change in the workplace
Contents:
● Introducing Change in the Workplace
● Get Employees Involved in Making Changes
Assessment Criteria
1. Use critical inquiry method to integrate different ideas for
change ofkey people.
2. Use summarizing, analyzing and generalizing skills to
extract
salient points in the pool of ideas.
3. Use reporting skills likewise to communicate results.
4. Identify current Issues and concerns on the systems,
processes andprocedures, as well as the need for simple
innovative practices.
Condition:
Trainees must be provided with the following.
Equipment
● Computer
Supplies And Materials
● Pen
● Paper
● Forms
Learning Materials:
● Competency based learning material
Assessment Method:
● Written test
● Interview

55.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 55
of 65
Revision #00
LEARNING EXPERIENCES
Learning Activities Special Instructions
1. Read Information
Sheet 5.3-1 on
Introducing Change in
the Workplace
If you have some problems on
InformationSheet 5.3-1, don’t hesitate
to approach yourfacilitator. If you feel
you are knowledgeable on the content
of Information Sheet 5.3-1, you can
now answer Self-Check 5.3-1.
2. Answer Self-Check
5.3-1
Compare your answer with the answer
key 5.3-1. If you got 100% correct
answer in this
self-check, you can now move to the
next information sheet. If not review the
information sheet and go over the self-
checkagain.
3. Read Information
Sheet5.3-2 on Get
EmployeesInvolved
in Making Changes
If you have some problems on
InformationSheet 5.3-2, don’t hesitate
to approach yourfacilitator. If you feel
you are knowledgeable on the content
of Information Sheet 5.3-2, you can
now answer Self-Check 5.3-2.
4. Answer Self-Check
5.3-2
Compare your answer with the answer
key5.3-2. If you got 100% correct
answer in thisself-check, you can now
move to the next information sheet. If
not review the information sheet and go
over the self-check again.

56.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 56
of 65
Revision #00
INFORMATION SHEET 5.3–1
Introducing Change in the Workplace
Learning Objectives:
After reading this Information Sheet, you must be able to:
1. Illustrate how to fill up the different forms
2. Identify different workplace forms
3. Select the appropriate form for specific purpose
Change in the workplace is
implemented to benefit the
organization, whether the planned
goal is increasing the bottom line or
improving customer relations. Even
the best of employees can balk at
changing practices and procedures
they see as still working well in the
workplace.
Advertise Your Goal
Inform all your employees of your
planned goal. Make them aware that
you will be expecting, for example, a 5-
percent increase in sales or improved
numbers in regards to customer
service. Be specific with the figures
and the methods by which you'll
measure the progress and success
towardyour chosen goal.
Emphasize the Benefits
Create a sense of enthusiasm
toward the coming changes by
pointing out the benefits of achieving
your new goal. You may be able to
afford bonuses if your bottom line
increases, or your corporate
headquarters may reward your unit
if expenses go down by a certain
percentage. Make your employees
aware of how they will benefit by
hitting your goal.

57.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 57
of 65
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Make Change Possible
Create and provide training for
all employees to help them achieve
the needed changes. Teach them
new procedures, hold classes on
controllable cost savings, or hold
meetings to demonstrate best
practices in customer relations. Give
your people the tools with which
they can succeed.
Listen
Monitor the progress while the
change is occurring. Make it
known that you welcome feedback
and listen to any concerns your
employees may have. While some
may object to certain changes
simply because they were used to
the old way of doing things, others
may have intelligent and legitimate
alternate solutions that you should
consider. Implement any employee-based ideas you can to make
the transition go more smoothly

58.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 58
of 65
Revision #00
SELF-CHECK 5.3-1
Introducing Change in the Workplace
True or False
Direction: Read the following statements and tell whether
the statement is correct or not. Write TRUE if the
statement correct andFALSE if the statement is wrong.
1. Always inform your employee on your planned goals.
2. Provide and create necessary training's
for youremployees.
3. Always feed your employees with monetary incentives.
4. Create a sense of enthusiasm toward the coming
changesby pointing out the benefits of achieving
your new goal.
5. Do not implement any employee-based ideas you
can tomake the transition go more smoothly.

59.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
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ANSWER KEY 5.3-1
Introducing Change in the Workplace
1. True
2. True
3. False
4. True
5. False

60.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 60
of 65
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INFORMATION SHEET 5.3-2
Get Employees Involved in Making Changes
Learning Objectives:
After reading this Information Sheet, you must be able to:
1. identify initiatives in making changes;
2. list the reasons behind making changes;
3. use tips and warnings in making changes.
Change initiatives can be
difficult for employees,
especially ifthey’ve grown
comfortable with the status quo.
Shifts in marketing and
sales strategy,management
structure, workplace
technologies or other areas can
alter a business drastically.
Fundamental changes in
operation might redefine
employeeresponsibilities,
forcing them to
acquire new skills to remain productive.
Add to that the psychological stress of great change: Workers
might fear the initiative will compromise the financial integrity of
the business or jeopardize its competitive standing. For all these
reasons, its vital to inspire employees to work for change rather
than against it.

61.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 61
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How to Get Employees Involved in Making Changes?
1. Explain the reasons behind the push for change. The
major reason change initiatives fail is a disconnect between the
views of management and employees, according to the Harvard
Business Review on Change. Lay out in detail why the change is
necessary, what benefits are expected, what risks the change
entails and any other relevant features of the plan.
2. Ask for employee input. Eliciting experienced viewpoints
from various levels within your organization helps you plan
effectively. For example, practical consequences that are
immediately apparent to employees on the ground might not occur
to management.
3. Provide incentives to motivate employees to work for the
change. For example, offer profit-sharing plans that hinge on the
success of the initiative, or offer bonuses to the most proactive
employees. Incentivesincrease employee participation and boost
morale.
4. Delegate responsibilities so employees feel empowered.
Distributingpower gives everyone a stake in the success of a
change initiative. Otherwise, employees might feel plowed under and
helpless, which could lower worker morale and jeopardize the
initiative
5. Provide extra support for employees who have difficult
transitioning. For example, a shift in organizational structure
might removesome from familiar roles, forcing them to take on
responsibilities they can’t yet handle. Help them adapt to their new
roles by providing any extra training they require and offering
your guidance throughout the transition.

62.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 62
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Revision #00
TIPS
● Change your staff: If people aren't performing or are
bringing a negative attitude to work everyday, then let
them go. Workplace culture begins with its people.
● Change your attitude: Make sure you're expressing
gratitude always and espousing company values that
make each employee feel special for being a part of this
exclusive workplaceculture.
● Change the cash-flow: You may need to reallocate
funds todifferent departments.
● Change your advancementstructure: Give employees
anopportunity to move up.
● Change your compensation: Make sure your plan is fair
andrewards the hardest workers.
● Change your communication: Hire someone new to
oversee clearcommunication.
● Change your decision making processes: Give
employees a sayfor better results.
WARNINGS
● Avoid management-only decision making that is
imposed uponemployees.
● Do not play favorites or advance people without clear,
merit-based criteria.
● Be careful not to spring the changes on everyone
suddenly,without warning.
● Never threaten or coerce workers into submission.
● Forget about mass layoffs if you want to maintain any
kind ofcorporate culture.

63.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 63
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SELF-CHECK 5.3-2
Get Employees Involved in Making Changes
Enumeration
Direction: Enumerate the steps on How to Get Employees
Involved inMaking Changes?
1.
2.
3.
4.
5.

64.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Romally Antonette B.
Tagnipez
Issued by:
PTC DN
Page 64
of 65
Revision #00
ANSWER KEY 5.3-2
Get Employees Involved in Making Changes
1. Explain the reasons behind the push for change True
2. Ask for employee input.
3. Provide incentives to motivate employees to work for the change.
4. Delegate responsibilities so employees feel empowered.
5. Provide extra support for employees who have
difficulttransitioning.

65.
CBLM in
Contribute
to
Workplace
Innovation
Date Developed:
September 2022
Document No:
Prepared by:
Teresita F. Parado
Issued by:
PTC DN
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ACKNOWLEDGEMENT
https://smallbusiness.chron.com/change-culture-workplace-720.html
https://smallbusiness.chron.com/introduce-change-
workplace-34861.html
https://www.forbes.com/sites/forbescommunicationscouncil/20
18/05/ 21/15-ways-to-encourage-creative-idea-sharing-from-
all-team- members/#273d007ace0a
https://www.innovationresource.com/seven-strategies-for-
generating- ideas/
https://www.braineet.com/blog/encouraging-workplace- innovation/#strategy