
This Live Webinar is presently being scheduled per request
only. If you would like to schedule
this webinar, please contact
C. Robert Nelms. Once the webinar has been scheduled,
you will given instructions on how to register and pay via
credit card.
Thank you! |
|
Do my
managers know what you are teaching us in here?
Do they buy
into this?
A VERY interactive
session that will ENGAGE you in a conversation about
Latent Cause Analysis.
When you
purchase this webinar, you will be sent an e-mail
confirming your registration along with a link
that will bring you back to the DOWNLOAD
section of this web site.
Click on this link, then
DOWNLOAD your webinar entrance details.
|
|
Detailed Description........... |
|
What is Latent Cause
Analysis? How can Management support it? This 2
hour live and interactive session was developed at
the request of frustrated seminar attendees who
complained that:
- I love this stuff but
we'll never be able to do it here!
- I would like to try what I am
being taught, but my management does not even
understand the terminology. What will they do
when I call for a "Stakeholder Meeting?"
- You're hitting the key issues
head-on in this class. Why aren't our managers in
this room to hear this?
Recognizing your limited time,
this webinar was developed to expose you
(Management) to the issues that typical classroom
attendees find most controversial (and in need of
your approval). We will cover the following:
- The objective of Latent Cause
Analysis (LCA) is different than you might think.
- Latent Cause Analysis must be
for everyone, including Managers!
- It is important to understand
the 3 types of Latent Cause Analysis -- the Maxi,
Midi, and Mini-LCA.
- The focus will be on the Latent
Causes of your problems, not "root cause."
- If the LCA process is not
driven, it will not happen.
- Management needs to insist on
some critically important things if you want to
avoid catastrophe!•
Plenty of opportunity will be
available to interact with one another, sharing one
another's reactions to the training.
|
|
|
|