Module 5: Contributing to Workplace Innovation (NC II)
Learner’s Handbook
Work Readiness Modules on 21st Century Skills | USAID Opportunity 2.0 Program| Philippines
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Module 5: Contributing to Workplace Innovation (NC II)
Learner’s Handbook
Acknowledgements
Education Development Center (EDC) would like to thank the staff of the USAID Opportunity 2.0
Program, Philippines local team, and the Technical Education and Skills Development Authority’s
(TESDA) National Institute for Technical Education and Skills Development (NITESD) through its
Curriculum and Training Aids Division (CTADD), whose invaluable insights guided the adaptation of this
curriculum.
Opportunity 2.0 aims to provide opportunities for second-chance education for vulnerable out-of-school
youth (OSY) by collaboratively working with TESDA in strengthening its technical education and training
systems to develop, deliver and monitor workforce readiness and technical-vocational training programs
that will prepare large numbers of out-of-school youth to transition to further education and training,
immediate jobs and self-employment opportunities. In line with this objective, Opportunity 2.0 has
developed the Work Readiness Modules on 21st Century Skills which are appropriate for self-directed
learning or modular learning delivery.
The Work Readiness Modules on 21st Century Skills is an adaptation of EDC’s globally recognized Work
Ready Now. The curriculum addresses the TESDA Amended Competency Standards for Basic
Competencies Integrating 21st Century Skills which were promulgated on July 9, 2019.
© 2020 Education Development Center, Inc.
This content may not be produced without the permission of Education Development Center or the United States
Agency for International Development.
This curriculum is made possible by the generous support of the American people through the United States
Agency for International Development (USAID). The contents are the responsibility of Education Development
Center, Inc. and do not necessarily reflect the views of USAID or the United States Government.
EDC 43 Foundry Avenue Waltham, MA 02453
Contact: youth-intl@edc.org
Phone: 617-969-7100
Education Development Center (EDC) is a global
nonprofit that advances lasting solutions to improve
education, promote health, and expand economic
opportunity.
Since 1958, we have been a leader in designing,
implementing, and evaluating powerful and innovative
programs in more than 80 countries around the world.
Boston | Chicago | New York | Washington, D.C.
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Contents
Summary of Learning Outcomes ................................................................................................................. 5
Module Overview ......................................................................................................................................... 5
SESSION 1: Identify Opportunities to Do Things Better ................................................................................ 7
Activity 1: Introductory Activity & Pre-Module Learner’s Reflection ....................................................... 8
Activity 2: Identifying Opportunities for Improvement .......................................................................... 11
Activity 3: Information Gathering for Innovative Ideas .......................................................................... 16
SESSION 2: Discuss and Develop Ideas with Others ................................................................................... 22
Activity 4: Getting inputs to Sharpen Innovative Ideas .......................................................................... 23
Activity 5: Using Feedback to Further Develop Ideas ............................................................................. 27
SESSION 3: Integrate Ideas for Change in the Workplace .......................................................................... 36
Activity 6: Utilizing a Critical Inquiry Method ......................................................................................... 37
Activity 7: Summarizing and Reporting Ideas ......................................................................................... 43
Activity 8: Communicating Ideas for Change .......................................................................................... 46
Activity 9: Post-Module Learner’s Reflection: End-of-Module Skills Check............................................ 49
Activity 10: End-of-Module Assessment ................................................................................................. 51
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Module 5: CONTRIBUTING TO WORKPLACE INNOVATION (NC
II Level)
A Unit of Competency under the Basic Competency on Learning and Innovation
"It takes a lot of people to make a winning team. Everybody’s
contribution is important " – Gary David Goldberg
(“Maraming miyembro ang kailangan upang makabuo ng matagumpay na grupo. Ang
kontribusyon ng lahat ay mahalaga")
Unit of Competency: Contribute to Workplace Innovation
Unit Code: 400311214
Unit Descriptor: This unit covers the knowledge, skills and attitudes required to make a
pro-active and positive contribution to workplace innovation.
Summary of Learning Outcomes
Upon completion of the module, you will be able to:
✓ L.O. 1 - Identify opportunities to do things better
✓ L.O. 2 - Discuss and develop ideas with others
✓ L.O. 3 - Integrate ideas for change in the workplace
Module Overview
 Activity
Session 1: Identify opportunities to do things better (L.O. 1)
1: Introductory Activity & Pre-Module Learners Reflection
2: Identifying Opportunities for Improvement
3: Information Gathering for Innovative Ideas
Session 2: Discuss and develop ideas with others (L.O. 2)
4. Getting Inputs to Sharpen Innovative Ideas
5. Using Feedback to Further Develop Ideas
Session 3: Integrate ideas for change in the workplace (L.O. 3)
6. Utilizing a Critical Inquiry Method
7. Summarizing and Reporting Ideas
8. Communicating Ideas for Change
Session 4: Review and Assessment
 Time
(10-15 minutes)
50-60 minutes
20-30 minutes
20-30 minutes
30-40 minutes
50-60 minutes
30-40 minutes
20-30 minutes
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9. Post-Module Learner’s Reflection
10: End of Module Assessment
Learner’s Handbook
(10-15 minutes)
(10-15 minutes)
Total Time 3.40 – 4.50 hours
Written Assignments
This is a checklist of all the written documents for learners to accomplish. The facilitator will
put a tick mark on the submitted outputs and follow-up those without a tick mark.
❑
❑
❑
❑
❑
Let’s Exercise: Elena’s Empathy Map (Activity 2)
Let’s Exercise: Who to Talk To? (Activity 4)
Let’s Exercise: Documentation and Analysis (Activity 5)
Let’s Exercise: Decoding a Critical Inquiry Method (Activity 6)
Let’s Exercise: Summarizing Salient Points (Activity 7)
Skills Demonstration
The following activities will help you develop the knowledge and skills to achieve the learning
outcomes of this module:
❑
❑
❑
❑
❑
❑
Let’s Apply: The Empathy Map (Activity 2)
Let’s Apply: Brainstorming with Friends or Family (Activity 3)
Let’s Apply: Propose Your Solutions (Activity 5)
Let’s Apply: Applying the Critical Inquiry Method (Activity 6)
Let’s Apply: Reporting Ideas (Activity 7)
Let’s Apply: Communicating Ideas for Change through a Small Group Discussion
(Activity 8)
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SESSION 1: Identify Opportunities to Do Things Better
Performance Criteria:
1.1
Opportunities for improvement are identified proactively in own area of work
1.2
Information are gathered and reviewed which may be relevant to ideas and which
might assist in gaining support for idea
 Key Topics and Learning Points 
1. The Empathy Map as a tool for identifying opportunities for improvement
2. Brainstorming as a process to gather information for innovative ideas
 The Empathy Map is a tool that is human-centered in nature and helps identify a person
who encounters a problem, what they say about it, how they think, how they feel about
it, and what they do about the problem.
 Brainstorming is a method design teams use to generate ideas to solve clearly defined
design problems.
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Activity 1: Introductory Activity & Pre-Module Learner’s Reflection
Objectives:
✓ Complete the Start-of-Module Skills Check
Recommended Time: 10 mins - 15 mins
Welcome to Module 5: Contributing to Workplace Innovation for National Certificate
Level II. In this module you will learn how to identify opportunities to do things better,
how to develop ideas with others and how to use ideas in do things better in the
workplace. Before we get started, let us think about new ideas in the workplace.

Read the quote at the beginning of the module. Describe an experience in your work or
personal life related to it.
Read the objectives of the module. How does the quote relate to the objectives? Why
do we want ideas from many people when we want to do things better?
Pre-Module Learner’s Reflection: Contributing to Workplace Innovation (NC II)
Start-of-Module Skills Check
This is not a test but is a way for you to see what you already know or do not know about the
topics. You will read a skill that is listed in the left column. Think about yourself and your
experience. Then read the statements across the top. Check the column that best represents
your situation. The results will help you and your teacher know which topics may require more
time, effort and guidance.
Ito ay hindi pagsusulit. Ito ay isang paraan upang malaman mo ang iyong kaalaman, kasanayan
o kakayahan tungkol sa paksang ito. Basahin mo ang mga kaalaman, kasanayan o kakayahan
na nakalista sa kaliwang hanay. Magbalik‐tanaw sa iyong sarili at mga karanasan. Basahin ang
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lahat ng mga pangungusap at i‐tsek ang sagot na naaangkop sa iyong sitwasyon. Ang iyong
kasagutan ay magiging gabay mo at ng iyong guro sa pagpapalawak ng iyong kaalaman
tungkol sa paksang ito.
My experience
Knowledge, skills and abilities
Kaalaman, kasanayan at kakayahan
1
I don’t have
any
experience
doing this.
Wala akong
karanasan
sa paggawa
nito
2
I have little
experience
doing this
3
I have some
experience
doing this
Mayroon
akong
kaunting
karanasan
sa paggawa
nito
Mayroon
akong
karanasan
sa paggawa
nito
4
I have a lot
of
experience
doing this.
Marami
akong
karanasan
sa paggawa
nito
Have a process for identifying opportunities
for improvement in the workplace. /
Magkaroon ng proseso sa pagtukoy ng mga
oportunidad para mas mapabuti ang gawain
sa trabaho.
Have a process for gathering information that
may be relevant to gaining support for new
ideas. /
Magkaroon ng proseso sa pagkalap ng
impormasyon na may kabuluhan sa
pagdagdag ng suporta sa bagong ideya.
Gather input on ideas for improvement from
other people in the workplace. /
Mangalap ng mga mungkahi mula sa mga
katrabaho tungkol sa ideya upang mas
mapaganda ito
Approach others to share ideas. /
Lumapit sa iba upang magbahagi ng ideya.
Meet with relevant people about new
processes or ideas in the workplace. /
Makipag-usap sa mga angkop na taong may
kaugnayan sa pagbabago sa proseso at pagiisip ng mga bagong ideya sa lugar ng
trabaho.
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Module 5: Contributing to Workplace Innovation (NC II)
My experience
Knowledge, skills and abilities
Kaalaman, kasanayan at kakayahan
1
I don’t have
any
experience
doing this.
Wala akong
karanasan
sa paggawa
nito
Learner’s Handbook
2
I have little
experience
doing this
3
I have some
experience
doing this
Mayroon
akong
kaunting
karanasan
sa paggawa
nito
Mayroon
akong
karanasan
sa paggawa
nito
4
I have a lot
of
experience
doing this.
Marami
akong
karanasan
sa paggawa
nito
Summarize new ideas on processes and
report them to co-workers. /
Magbuod ng mga bagong ideya sa proseso at
ibahagi ito sa mga katrabaho.
Identify current issues with the systems and
procedures in the workplace. /
Tumukoy ng mga makabagong tungkol sa
Sistema at proses sa trabaho.
Identify opportunities for simple innovations
in the workplace. /
Tumukoy ng mga oportunidad para sa
simpleng pagbabago at inobasyon sa
trabaho.
Identify opportunities to do things better /
Matukoy ang mga pagkakataon upang mas
mapaganda ang mga bagay sa trabaho.
Discuss and develop ideas with others /
Makipag-usap at bumuo ng ideya kasama
ang iba.
Integrate ideas for change in the workplace /
Mapagsama-sama ang mga ideya tungkol sa
pagbabago sa trabaho
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Activity 2: Identifying Opportunities for Improvement
Objectives:
✓ Identify opportunities for improvement in the workplace.
✓ Describe what an Empathy Map is and its use in problem solving.
Recommended Time: 50 mins - 60 mins
Once we are aware of the problems that exist in our workplace, we are able to start
identifying opportunities for improvement. This activity gives you a tool that you may
use to identify a problem, and in turn find an opportunity in your own area of work. To
get started, let us look at some workplace problems and see if you can see the
opportunities.
Below is a list of workplace problems. On the left side, tick the box if this applies to your
workplace or community. On the right side, answer with either a YES or NO if you think
there is / is not an opportunity for improvement related to the problem.
Examples of Workplace Problems
Opportunity
for
Improvement?
My coworkers often complain that they are tired after a day’s work.
I am afraid to ask my supervisor questions.
I sometimes do not know what the goals of the company are.
People in the company usually leave within 3 months of working there.
Sometimes, my coworkers pretend to be sick so they can be off work.
It takes a long time for me to get updates on projects or tasks.
There are delays during salary payouts.
Only a few people join company-wide engagement activities.
I have seen a supervisor yell at their subordinate.
A manager makes a pass at an employee without being reprimanded.
To see the opportunity for improvement, it is critical to gain as much understanding of the
problem as you can. A tool that can help you do this is called the Empathy Map.

Key Facts 5.1: The Empathy Map as a Tool to Help Identify Opportunities and Gather
Information
First, what is empathy?
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Empathy is trying to gain insights into what people may need, what they want, how they
behave, feel, and think, and why they demonstrate such behaviors, feelings and thoughts
when they interact with the problems in a real-world setting.
The Empathy Map is a tool that does not focus on the problem or on the solution but
focuses on the people. We call this a human-centered approach. The Empathy Map helps
identify a person who encounters a problem, what they say about it, how they think, how
they feel about it, and what they do about the problem.
Let us look at an example. Elena’s workplace has a rule that all employees must wear
long-sleeve tops. Below is an example of a filled-out empathy map relating to Elena’s
problem.
Study the Empathy Map carefully to find out about Elena’s perspectives, thoughts,
feelings, and actions.
Why do you Empathize?
Each workplace is unique – they all have their own culture, work environment, and
style. All these contribute to the overall well-being and job satisfaction of employees.
When employees are unhappy or feel that they are in a problem-ridden work
environment, this may lead to burnout, unexpected absences, or a decline in
performance.
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Using the Empathy Map to analyze a problem in the workplace allows us to:
•
•
•
•
•
Understand people’s overall feeling about work
Identify problems that we may not be aware of
Gather information about the problem
Create an opportunity to look for ways to improve a workplace situation
Use information gathered to gaining support for solutions or ideas
Let’s Exercise: Elena’s Empathy Map
Based on what is written on Elena’s Empathy Map, answer the questions below.
1. What is Elena’s problem?
2. How does her problem make her feel, and think?
3. What does she do and say because of her problem?
4. In your opinion, what opportunity for improvement is present in relation to Elena’s
problem?
Let’s Apply: The Empathy Map
Now you will interview a friend. You have an option to choose either a colleague or a
community member. Ask the questions over the phone or via a chat, then complete the blank
Empathy Map below.
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Step 1: Ask your friend about an existing problem that you friend may have at work or in their
community.
Step 2: Ask for your friend’s thought about the problem. What are your friend’s feelings about
the problem? What does your friend normally say about the problem? and What does your
friend do to avoid the problem?
Step 3: Decide - what opportunity for improvement is there given your friend’s problem.
_______________’s Empathy Map
Sharing is Caring
Share your empathy map back to your friend to see what s/he think. Do it face to face, via
text, chat, or whatever means available and comfortable to you. It’s always great to get
feedback. You might get a better a understanding the second time round. During the
sharing session, make sure you discussed the following and note down the feedback.
1. Your understanding of your friend’s problem?
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2. Your understanding of how the problem made your friend feel, and think?
3. Your understanding of what your friend did and said because of her problem?
4. Your opinion about an opportunity for improvement in relation to the problem?
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Activity 3: Information Gathering for Innovative Ideas
Objectives:
✓ Identify how to gather information for innovative ideas
Recommended Time: 20 mins - 30 mins
Once you have a clear problem, based on the understanding you gather using a humancentered approach like the Empathy Map, the challenge now is to come up with lots of
ideas to solve the problem. It is time to brainstorm.
What is Brainstorming?
Brainstorming is a method for generate ideas, gearing the power of our collective
thinking towards a variety of potential solutions.
Think about the time when you had to brainstorm with other people on how to solve a
problem and respond to the following questions.
1. What was the problem you were trying to solve?
2. How were the questions asked to get people’s inputs leading to the solutions?
3. How were the different ideas collected?
4. What happen with all the ideas?
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
Learner’s Handbook
Key Facts 5.2: Brainstorming in the Workplace
Brainstorming allows you and your workmates to gather information on ideas that
may be relevant to innovation. The more inputs there are, the more ideas you may be
able to put together to create an innovative opportunity. The workplace that
encourages brainstorming also fosters its people to become better questioners and
listeners.
Remember that brainstorming is part of an information gathering process. All team
members must feel safe to ask questions, share new ideas, and go in-depth if
needed. This type of environment can be nurtured with the right leadership and
work culture in place. Ultimately, the goal is to generate as many ideas that can then
be selected and further developed into solutions.
Brainstorming DOs and DON’Ts
DOs
•
•
•
•
•
Be clear on the goal of the brainstorming session
Do not judge or criticize
Encourage weird, wacky, and wild ideas
Aim for quantity
Build on each other's ideas
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Module 5: Contributing to Workplace Innovation (NC II)
•
•
•
Learner’s Handbook
Be visual
Set a time limit
One conversation at a time
DON’Ts
• Let some people dominate the conversation
• Stray off topic and/or address other problems.
• Collectively chasing an impossible solution someone has developed elsewhere
Let’s Apply: Brainstorming with Friends or Family
It would be difficult to brainstorm on your own, so discuss the following sample questions with
your family, friends, or siblings. Remember the Brainstorming DOs and DON’Ts. Write down all
the information you have gathered during the discussions in the table below. Then list the
innovative ideas that can potentially lead to solutions. We start with a simple topic and then go
to a workplace one.
Brainstorm Topic
Your Answers
Friend’s
Answers
Family’s
Answers
Innovative
ideas leading
to solutions
How to get rid of
household pests
e.g., cockroaches.
Specify the kind of
pests here
……………………………..
……………………………..
……………………………..
……………………………..
How to address
increased cost of a
common ingredient
due to the
pandemic - e.g.,
eggs or flour.
Specify issue here
……………………………..
……………………………..
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Module 5: Contributing to Workplace Innovation (NC II)
Brainstorm Topic
Your Answers
Friend’s
Answers
Learner’s Handbook
Family’s
Answers
Innovative
ideas leading
to solutions
……………………………..
……………………………..
How to address
workplace tardiness
- e.g., spending too
much time on
mobile phone.
Specify issue here
……………………………..
……………………………..
……………………………..
……………………………..
Think about it!
Discuss the innovative ideas to improve workplace practice from the activity above with
your friends and family. What do they think? Will the people at work think about these
ideas? How do we find out? Write down your initial thoughts in Session 1 - Wring Space
below. We will find out more in the next session.

Performance Criteria Checklist
The Performance Criteria Checklist is an opportunity for you to assess your learning
outcomes in the session and know how well you did in doing the activities in this
session. You will speak to your facilitator to:
1. Share your experiences in completing the session
2. Discuss your development and progress towards the intended skills
3. Plan how you will move forward to continue making progress in the module
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Conduct a quick self-assessment and answer the table below.
Statements
Did you…
Please check Yes or No if you have
shown or can do the statement
YES
NO
1. Have a process for identifying opportunities for
improvement in the workplace?
2. Have a process for gathering information that
may be relevant to gaining support for new
ideas?
Guide to the Learner and Facilitator’s Discussion:
Topics to discuss during the Learning Check:
1. Parts of the module that were the easiest to answer/do.
2. Parts of the module that were the hardest to answer/do.
3. Parts of the module that need further clarification or explanation.
4. Additional support needed by the learner from the facilitator.
5. Review and check of the learner’s answers and outputs for the session.
6. Feedback on the learner’s performance in terms of the following: mastery of content,
skills development, and pace in answering the module.
7. Plans for how the learner will move forward with the module.
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Session 1 – Writing Space
Use this space to complete any of the written assignments above or write any thoughts or
ideas that have come to mind about identifying opportunities to do things better in the
workplace.
Congratulations! Now that you know how to identify opportunities to do things better in
the workplace, you are now ready to develop ideas with others.
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SESSION 2: Discuss and Develop Ideas with Others
Performance Criteria:
2.1
People who could provide input to ideas for improvements are identified
2.2
Ways of approaching people to begin sharing ideas are selected
2.3
Meeting is set with relevant people
2.4
Ideas for follow up are review and selected based on feedback
2.5
Critical inquiry method is used to discuss and develop ideas with others
 Key Topics and Learning Points 
1. Getting inputs to sharpen innovative ideas
2. Using feedback to further develop ideas
 Useful input that can lead to idea improvements may come from many people including:
the users, the customers, the management, the implementers, the experts, the novices.
 Good practices for approaching people to get their feedback to new ideas include:
o Be a good listener. When speak, be clear, concise, polite, and respectful.
o Show or demonstrate an example or a prototype of the ideas.
o Use surveys, group discussions, individual interviews appropriately to collect the
required inputs.
o When pitching ideas in a meeting:
 Address the users’ pain points, discuss the needs, make it clear why and how your
solutions can solve the problem
 Highlight the impact of your solutions, what will be saved, what opportunity will be
created
 When selecting ideas to develop further into solutions, the idea should be both impactful
and feasible.
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Activity 4: Getting inputs to Sharpen Innovative Ideas
Objectives
✓ Identify people in the workplace who could provide input to ideas for improvements.
✓ Recognize approaches for obtaining people’s input to improve innovative ideas,
including setting up meetings.
Recommended Time: 20 mins - 30 mins
Welcome to Session 2!
Earlier in this module, you have learned that problems are the bridges to opportunities for
improvement. You have also practiced using the Empathy Map, which is a tool to better
understand the problem. You then brainstorm ideas to solve problems with your family and
friends. You have listed many ideas, some of which can lead to innovative solutions.
In Session 2, you will learn how to get feedbacks from other people about your ideas.

Write one favorite innovative idea that you, your friend, or your family came up with in
the last session. Explain why you like this idea. How can this idea be developed further
into a solution that will then solve a problem?
A group of sales-assistants are brainstorming ideas about how to provide better
customer care, as the shop has a lot of complaints about inattentive staff lately.
Jane: We should install a CCTV and review it together daily to catch who have been
ignoring the customers.
Ken:
We should have Sales Assistant of the Month Award and give cash prize for
one of us who has the highest rating from the customers.
Dan:
How about creating a chart to show number of customer complaints each
month? Every month that the number goes down I will ask the manager to
order a pizza and celebrate together.
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Which idea do you think can become an effective solution for this problem? If you can
give advice to develop this idea further, what will you say to the team?
The key to improving the ideas is to identify who to talk to and get input. The people in each
organization widely varies. The following list are some possible people that you can talk to if
you want feedback about your solution ideas.

Key Facts 5.3: Who to talk and how to approach them.
You can talk to the following people if you want to sharpen your innovative ideas when
solving workplace problems:
• The users. If your innovative idea gets implemented, these people will be the
ones who use it.
• The customers. The people you use the products or services of your
organization. They might not be the users of your solution (if the problem that
you are solving are internal). Nevertheless, if your innovative ideas affect the
customers in any way, their input should be considered.
• The management. These are the managers, directors, and executives in your
organization. They must think about cost-effectiveness and satisfaction of many
stakeholders.
• The implementers. These people are the team that will transform your ideas
into products or service for users.
• The experts. These are the people who understand the background and the
context of the workplace. They can also be the people who has technical
knowledge about the issue.
• The novices. People with no preconceptions about the idea. It is useful to talk to
them because they have fresh insights and less bias or prejudice.
Different groups of people have different interests and priorities. The following are a few
tips for approaching people to get their feedback.
• Be a good listener. When speak, be clear, concise, polite, and respectful.
•
Show or demonstrate an example or a prototype of the ideas. A prototype
represents an early sample of a product or service, usually built to
communicate or test an idea. A prototype can be a picture, a sketch of the
idea, or a model. Find ways to re-create the look and feel if you are designing a
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new experience. In addition to getting feedback after showing or presenting
the prototype you can also observe as people use it.
•
Surveys can be used to gather data from many people while a group discussion
or individual interview can provide in-depth information.
•
When pitching your idea in a meeting, address the users’ pain points, discuss
the needs, make it clear why and how your solutions can solve the problem
When approaching the management and the experts, do your homework.
Highlight the impact of your solutions, what will be saved (who much staff
time, how much materials, how much money)? what opportunity will be
created (how much better customer reach, staff satisfaction, user experience)?
•
Let’s Exercise: Who to Talk To?
Below are scenarios about new ideas in the workplace. Based on the key facts above, identify
the people and approaches that the employee in the scenario should talk to for inputs.
1. Nick, a driver in a transportation company, thought of an idea to a Company Fuel
Card to make it easier to have their trucks refilled – instead of requesting a Cash
Advance for Gas that often took several days to process.
In this case, who should Nick talk to for inputs about his idea? How should he approach
them?
Who should he talk to for feedback?
What are the ways that Nick can get
feedback about his idea?
2. Sonya, an HR Assistant, wanted to introduce a specialized software tool for
companywide implementation after she noticed that staff still used Google Sheets to
keep employee personal data.
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Who should Sonya talk to for inputs? How should she approach them?
Who should she talk to for feedback?
What are the ways that Sonya can get
feedback about her idea?
3. Aileen is a junior accountant in a start-up accounting firm. She noticed that many of
their clients start to do business online and thought that her company should develop
their own specialized accounting software that can better meet the needs of these
online businesses.
Considering Aileen’s position, who should she talk to for inputs? How should she
approach them?
Who should she talk to for feedback?
What are the ways that Aileen can get
feedback about her idea?
Think about it!
Discuss your answers above with a member of family or a friend. Do they agree with your
choice of people to speak to and the approaches that you listed? Make notes of ideas and
realizations in the writing space for this session.
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Activity 5: Using Feedback to Further Develop Ideas
Objectives
✓ Review and select ideas for follow up based on feedback.
✓ Use the critical inquiry method to discuss and develop ideas with others.
Recommended Time: 30 mins - 40 mins
Working with people and sharing your ideas means collaboration, cooperation, and
following up on projects – this can be done via face-to-face meetings, online meetings
and e-mails. Listed below are the different ways to document feedback, review and
select ideas, and use the critical inquiry method to develop ideas further.

Key Facts 5.4: Documenting and analyzing feedback to innovative ideas
When giving feedback to an idea, two decisions are required.
On the scale of 0 to 10, what level of impact can this idea
create? And again, on the scale of 0 to 10, what is the
feasibility of putting this idea to use? Ideas with high impact
and high feasibility should be chosen to develop further.
Impact
When choosing ideas to develop further into solutions, the
ideas should be both impactful and feasible. The following
chart is a simple tool that can be helpful when making this
decision.
10
After you pitch or demonstrate your ideas to different people, hopefully you will end up with a
lot of feedback to analyze. These feedback can be useful when you review and select ideas to
develop further.
0
Feasibility
10
An Impact vs Feasibility chart
Consider the following example. The biggest tropical storm is expected to hit your town in two
days. Your company is housed in a two-story building. The document storage on the second
floor, comprising two large cabinets, is at risk of being flooded. Your team has the following
ideas.
Jane’s idea: Let’s find a
storage firm that can come
collect and transfer all
documents to a safe place.
Ken’s idea: We should think
about a long-term solution.
We should scan all
documents and upload to
Dan’s idea: Maybe we can
make a flood-proof
document storage using
plastic wrap and water-
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Feasibility
10
Impact
Impact
Impact
0
resistant glue to seal the
cabinet.
Low impact because if there
is flooding it is likely that the
water can still get in.
High feasibility because the
solution is low-cost and
simple to build.
10
the cloud. That way they will
not get flooded ever again.
Very high impact because
there is still some risk if the
storm is very destructive.
Low feasibility because the
time is limited and no existing
system to organize files.
10
10
High impact because there is
still some risk if the storm is
very destructive.
Medium feasibility because
the cost might be very high.
Learner’s Handbook
0
Feasibility
10
0
Feasibility
10
Different people may have different judgement about the impact and the feasibility of a
solution idea. It is important to get feedback from many people to make a good decision
about which innovation idea to develop further.
Listed below are the different ways to document feedback, review and select ideas, and
use critical inquiry method to develop ideas further.
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Document Type
E-mail summary
Learner’s Handbook
Description
You may collect feedback via email. This can be internal and external
correspondence for a variety of things, including both formal and
informal exchanges on ideas. If there is not much information, an email
summary can be a good way to share with your team about the
feedback you get and the ideas that should be developed further.
Reports provide factual information about a topic and often include
recommendations based on what was experienced or observed.
Reports
Reports can cover a wide range of topics, but usually focus on
transmitting information with a clear purpose, to a specific audience.
If you have a lot of feedback from different sources, a report is a good
way to report the results of your analysis and the basis of your
decisions.
If a meeting is set to review your solution idea, a meeting agenda
should be prepared before the meeting to make sure the discussion is
not derailed. After the meeting, the meeting minutes should be written
up.
Minutes
Minutes are written account of what was discussed during the meeting
with an attendee list and action points.
The minutes should be shared among participants of the meeting and
those who are responsible for actions.
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Let’s Exercise: Documentation and Analysis
Review the following document and answer the questions that follow.
Submitted to:
Human Resources Manager, Company XYZ
Title:
Idea to Automate HR Systems and Employee Information
Introduction:
Staff information and data are currently stored via Google Sheets – although
this is working, the document can be viewed by multiple staff in the office – a
violation of the Data Privacy Act. This is also tedious as information about staff
cannot be easily found on the Sheet due to the simplistic nature of the app. A
more secure and efficient system is needed by the Company.
Purpose:
This report is to present the findings, challenges and recommendations for the
HR system.
Results/findings:
•
•
•
Access to employees’ sensitive private data is widely available
There are limitations in the use of Google Sheets as it can’t generate
reports
Data entered are sometimes incorrect as sheets cannot detect the
errors
Recommendations: Choose between existing HR systems as to which one best suit the company
and its needs. It would also be great to have additional features if available.
In the implementation, create a Staff Manual that details how to navigate the
app and report bugs found to the support team when needed.
Conclusion:
There is a need to update the current HR system of the company and protect
employees’ sensitive data as well as make work more efficient.
Prepared By:
Oscar Lemesa
1. Based on the table in Key Facts 5.4, what type of document is this?
2. What idea is being discussed? What is it important?
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3. If you were the human resource
manager, how would you respond
after reading this document? Plot
your initial response in the chart on
the right. What additional
information would you like to have
before making decision?
Impact
10
Module 5: Contributing to Workplace Innovation (NC II)
0
Feasibility
10
4. Would you recommend Oscar to speak to more people? Who and how?
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Let’s Apply: Propose Your Solutions
Revisit the workplace problem from the empathy map you developed in the last session. You
will then do two things:
1. Pretend you are the employee. Write an email or report to your manager about the problem
and propose possible solutions using the practices you have learned so far.
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2. Plot your own analysis on the impact vs feasibility chart.
Impact
10
If you want to, you can use this space to explain
your decision.
0
Feasibility
10
Sharing is Caring
Share your proposed solution with a member of family or a friend. Ask them for feedback
about your idea and the quality of your writing and plot their analysis on the impact vs
feasibility chart. Make notes of learnings and ideas in Session 2 Writing Space.
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
Learner’s Handbook
Performance Criteria Checklist
The Performance Criteria Checklist is an opportunity for you to assess your learning outcomes
in the session and know how well you did in doing the activities in this session. You will speak to
your facilitator to:
1. Share your experiences in completing the session
2. Discuss your development and progress towards the intended skills
3. Plan how you will move forward to continue making progress in the module
Conduct a quick self-assessment and answer the table below.
Statements
Please check Yes or No if you have
shown or can do the statement
Did you…
YES
NO
1. Obtain input to ideas for improvement from
other people in the workplace?
2. Recognize how to approach people to begin
sharing ideas?
3. Recognize how to summarize, report, and meet
with relevant people about new processes or
ideas in the workplace?
Guide to the Learner and Facilitator’s Discussion:
Topics to discuss during the Learning Check:
1. Parts of the module that is the easiest to answer/do.
2. Parts of the module that is the hardest to answer/do.
3. Parts of the module that need further clarification or explanation.
4. Additional support needed by the learner from the facilitator.
5. Review and check the learner’s answers and outputs in the session.
6. Feedback on the learner’s performance in terms of the following: mastery of content,
skills development, and pace in answering the module.
7. Plans on how the learner is expected to move forward with the module.
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Session 2 – Writing Space
Use this space to complete any of the written assignments above or write any thoughts or
ideas that have come to mind in relation to developing ideas with others.
Congratulations on finishing Session 2 of Module 5!
You are now ready for Session 3, Integrate Ideas for Change in the Workplace!
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SESSION 3: Integrate Ideas for Change in the Workplace
Performance Criteria:
3.1
3.2
3.3
3.4
Critical inquiry method is used to integrate different ideas for change of key
people.
Summarizing, analyzing and generalizing skills are used to extract salient
points in the pool of ideas.
Reporting skills are likewise used to communicate results
Current issues and concerns on the systems, processes and procedures, as
well as the need for simple innovative practices are identified.
 Key Topics and Learning Points 
1. Critical Inquiry Method
2. Summarizing and Reporting Skills
3. Communicating Ideas for Change
 Steps in integrating new ideas in the workplace includes: preparation, discussion,
clarification of goals, negotiating towards a win-win outcome, an agreement, and the
implementation.
 Includes summarizing the salient points of a problem analyze and stating a problem, then
mentioning the action points to address the problem, and identifying behaviors that
promote change.
 Group discussions as way to communicate change – and ways for it to be effective,
knowing the basics, and its purpose.
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Activity 6: Utilizing a Critical Inquiry Method
Objectives
✓ Name the steps of one model for the Critical Inquiry Method
✓ Apply the said steps in identifying solutions and integrating new ideas in the
workplace
Recommended Time: 50 mins - 60 mins
Welcome to Session 3!
Now that you get feedbacks from relevant people about your innovative idea, you
select the idea to develop further by considering impact and feasibility. Let’s assume
that your boss has given you the green light to put your idea to use in the workplace.
In this session you will learn about the process for integrating new ideas in the
workplace.
Do you normally follow a process when trying to integrate new ideas into your routine
at work or at home? What are the steps that you follow? List them below.

What are some concerns that you can think of when introducing an innovative solution
to the workplace?
Making change is a complicated journey. Following a process or a method is similar to having a
map to guide you in your long trip. Also, remember that you might need to try several times
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until you can create change. It is also important not to get fixated on the method and forget the
goal.
"Be stubborn with your goals but flexible with your methods."
Pia Wurtzbach, Miss Universe 2015 from the Philippines.

Key Facts 5.5: A Critical Inquiry Method1
Steps in integrating new ideas in the workplace are as follow.
1. Preparation
a. What is the issue at work?
b. Under what category is the issue?
• Policy: The overall guidelines
• Process: The flow of activity (high level)
• Procedure: The detailed instructions of steps (step by step details)
c. Who needs to be involved in discussing the issue?
• Leaders
• Managers
• Specialists
• Staff
• Consultants (external)
2. Discussion
a. What type of workplace data is available as evidence to support the issue?
• Reports
• Attendance
• Performance Review
• Other documents
b. How can the issue be addressed?
• Adjust current policies, processes, and procedures
• Create new policies, processes, and procedures
3. Clarification of goals
a. Why must this issue be addressed?
b. What actions must be taken to address the issue?
c. Who need to implement these actions?
4. Negotiate towards a Win-Win outcome
a. How are the identified actions to solve the issue helpful to all parties concerned?
1
Adapted from Critical Inquiry Method. Retrieved from
https://academyofsingaporeteachers.moe.edu.sg/professional-excellence/professional-learningcommunities/developing-effective-plcs/critical-inquiry-methods on November 22, 2020.
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5. Agreement
a. Agree on the action points that each of the involved parties must take.
b. Track any changes, if necessary, in the appropriate and corresponding Workplace
document type: handbook, manual, guide
6. Implementation of a course of action
a. Refer to Module 4: Steps to Achieving Goals
b. Make sure to follow the SMART framework: Specific, Measurable, Achievable,
Realistic, and Time Framed
Let’s Exercise: Decoding a Critical Inquiry Method
1. Why is it important to determine if the issue is related to Policy, Process, or Procedure?
2. Why is it important to determine who will be involved in the discussion of the issue?
3. Why is it critical that the issue is supported by evidence through workplace data?
4. When should agreements be reflected as changes in workplace documents like manuals,
handbooks, and guides?
5. How is the SMART framework helpful in an implementation of a course of action?
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Let’s Apply: Applying the Critical Inquiry Method
Using a Critical Inquiry Method in identifying solutions and integrating new ideas in the
workplace. Try to go through each step of the method in solving the problems listed below.
PROCESS
1. Preparation
a. What is the issue
at work?
b. Under what
category is the issue?
(policy, process, or
procedure)
c. Who needs to be
involved in discussing
the issue? (Leaders,
Managers,
Specialists, Staff,
external consultant)
2. Discussion
a. What type of
workplace data is
available as evidence
to support the issue?
(reports, attendance,
performance review)
b. How can the issue
be addressed?
i. Adjust current
policies, processes,
Problem 1
Problem 2
Problem 3
I am afraid to ask my
supervisor questions.
I am not sure if, for
this workplace,
employees who ask
questions or have a
lot of ideas may be
thought of as a
nuisance.
Policy
New employees are
overwhelmed
because there is so
much to learn about
the organization at
the beginning and a
lot of forms and
trainings to
complete.
Your small restaurant
is extremely busy
during lunch and
dinner but relatively
empty during other
times.
Everyone in the
organization
No formal evidence.
Need to identify if
this is an individual
problem or system
problem e.g. by
doing employee
interview and an
anonymous survey.
If it turns out that
this is an
organization issue,
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PROCESS
Problem 1
and procedures
the company can
ii. Create new
update their policy
policies, processes,
and procedures
3. Clarification of goals
a. Why must this
Culture of trust
issue be addressed?
support
organizational
innovations
b. What actions must Update policy and
be taken to address
organize activities to
the issue?
promote culture of
trust.
c. Who need to
Everyone inside the
implement these
organization.
actions?
4. Negotiate towards a Win-Win outcome
a. How are the
Everyone has clear
identified actions to
policy to follow that
solve the issue
promote trust.
helpful to all parties
The organization
concerned?
becomes a safe space
to innovate.
5. Agreement
a. What are the
Communicate to
agreed action points build share
that each of the
understanding that
involved parties must everyone is
take?
encouraged to ask
questions and share
ideas.
b. Track any changes, Issue supervisor’s
if necessary, in the
guide and follow up
appropriate and
by employee’s
corresponding
survey.
Workplace document
type: handbook,
manual, guide
6. Implementation of a course of action
a. How is the SMART The timeframe is
framework followed? hard to specify as the
Learner’s Handbook
Problem 2
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PROCESS
Problem 1
culture may take
time to change.
Learner’s Handbook
Problem 2
Problem 3
Think about it!
How do you feel after going through the process above? Was it easy or difficlut? What made
it easy or difficult? Is this process helpful or not? Why? Share your thinking with a member of
your family or a friend.
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Activity 7: Summarizing and Reporting Ideas
Objectives
✓ Summarize salient points from a pool of ideas
✓ Report ideas
Recommended Time: 30 mins – 40 mins
Remember Jane, Ken and Dan from the last session? Fortunately, the flood did not
cause damage to the documents in the cabinets, but their company decide to scan all
past, present and future documents, and store in the cloud. If you are not family with
cloud storage to an internet search to find out what it is.
In order to successfully implement this new workplace process, can you think of the
action points that needs to be completed? List the steps to be taken in the space below.
From the action points, identify the behaviors that promote change or solve the
problem:
What you just did is to summarize the salient points of the problem you analyzed. You
stated the problem then mentioned the action points to address the problem and
finally identified the behaviors that promote change.
Let’s Exercise: Summarizing Salient Points
Read the situations below and identify the problem, the action points to address the
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problem, and the behaviors that promote change.
Situation 1:
The staff of Glass Bead Game Company has been working from home because of the
COVID-19 crisis. Even though they have been provided tools and equipment to
perform their job, their output has been suffering. It seems they are overworked
because of long hours. Since they are all at home, back-to-back meetings have been
scheduled all day long because there is no need to travel to an office.
Sheila suggested that there must be a maximum number of meetings per day and this
must be respected by all departments. Roy added that no meetings should be set
before 8am and after 5pm. The HR Manager, Melanie, volunteered to host
mindfulness sessions at the start of each week to help lessen everyone’s stress and to
start a new week with focus and calmness. Another manager suggested that staff
should feel empowered to decline meetings that are not critical for them to attend
(and they can check with their supervisor when unsure). After two weeks, productivity
increased and the output was of good quality.
Problem:
Action points to address the problem:
Behaviors that promote change:
Situation 2:
Two interior designers are trying to figure out why they have not been receiving new
clients recently. They both agreed to tap into their personal networks and also reach
out to local businesses and even government agencies to increase their possibilities
for new business. Jan emailed friends and family and searched online for possible
clients then emailed them as well. Marla, on the other hand, tried to set-up a simple
Facebook page and boosted a post featuring their best design from the previous
quarter.
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After a couple of weeks, they received several inquiries from new clients - all through
the Facebook page. They immediately called these clients and set-up appointments.
Three clients signed contracts with Jan and Marla at the end of the month pushing
them to post more designs on their page.
Problem:
Action points to address the problem:
Behaviors that promote change:
Let’s Apply: Reporting Ideas
Select one more problem from the previous activities, or the problem in your workplace or
your community. Identify and summarize its salient points following the same procedure as
you did in the exercise before this (state the problem, identify action points to address the
problem, and cite the behaviors that promote change). Do this first on paper and then
present it to a family member as if you were reporting to your boss about a problem at work.
Refer to your previous lesson on Effective Speaking Skills for tips.
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Activity 8: Communicating Ideas for Change
Objectives
✓ Communicate ideas for change through small group discussions and meetings
Recommended Time: 30 mins – 40 mins
Have you ever participated in a small group discussion before? What was it like? What
did you like or dislike about it?
When do you think small group discussions are useful to have? Cite example situations.

Key Facts 5.6: Group Discussions When Considering a Change
A group discussion is a type of meeting, but it differs from the formal meetings in a number of
ways:
•
•
•
It’s less formal, and may have no time constraints, or structured order, or agenda.
Its leadership is usually less directive than that of a meeting.
Leading a discussion group is not the same as running a meeting. It is much closer to
acting as a facilitator, but not exactly the same as that either.
An effective group discussion generally has a number of elements:
•
•
•
All members of the group have a chance to speak, expressing their own ideas and
feelings freely, and to pursue and finish out their thoughts
All members of the group can hear others’ ideas and feelings stated openly
Group members can safely test out ideas that are not yet fully formed
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•
•
•
•
Learner’s Handbook
Group members can receive and respond to respectful but honest and constructive
feedback. Feedback could be positive, negative, or merely clarifying or correcting
factual questions or errors, but is in all cases delivered respectfully.
A variety of points of view are put forward and discussed
The discussion is not dominated by any one person
Arguments, while they may be spirited, are based on the content of ideas and opinions,
not on personalities
Let’s Apply: Communicating Ideas for Change through a Small Group Discussion
Gather your family members and think of an issue you have been having at home. Use the
presented Critical Inquiry Method to analyze the issue. And then, summarize the salient
points following the pattern suggested in the previous activity. Finally, conduct a small group
discussion on how your proposed solutions to the issues can be implemented at home by
every member of the family.
PROCESS
1. Preparation
What is the issue?
Problem
Who needs to be
involved in discussing the
issue?
2. Discussion
How can the issue be
addressed?
3. Clarification of goals
Why must this issue be
addressed?
What actions must be
taken to address the
issue?
Who need to implement
these actions?
4. Negotiate towards a Win-Win outcome
How are the identified
actions to solve the issue
helpful to all parties
concerned?
5. Agreement
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PROCESS
What are the agreed
action points that each of
the involved parties must
take?
6. Implementation of a course of action
How is the SMART
framework followed?
Learner’s Handbook
Problem
Sharing is caring
How did you find Session 3? Are you now better equipped to communicate ideas for
change at work and at home? What are your overall learnings from this session? How do
you feel now? Share your thoughts and feelings with your family or friends!
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Activity 9: Post-Module Learner’s Reflection: End-of-Module Skills Check
Objectives
✓ Assess improvements in my learnings
Recommended Time: 10 mins – 15 mins
Post-Module Learner’s Reflection: Contributing to Workplace Innovation (NC II)
End-of-Module Skills Check
Now that you have reached the end of the module, let us see if you are able to develop the necessary
skills in contributing to workplace innovation. Conduct a self-assessment and answer the table below.
Statements on my experience, knowledge, skills and abilities /
Mga pahayag tungkol sa aking kaalaman, kasanayan at
kakayahan
I can… / Kaya ko nang…
Have a process for identifying opportunities for
improvement in the workplace. /
Magkaroon ng proseso sa pagtukoy ng mga oportunidad
para mas mapabuti ang gawain sa trabaho.
Have a process for gathering information that may be
relevant to gaining support for new ideas. /
Magkaroon ng proseso sa pagkalap ng impormasyon na
may kabuluhan sa pagdagdag ng suporta sa bagong ideya.
Gather input on ideas for improvement from other people
in the workplace. /
Mangalap ng mga mungkahi mula sa mga katrabaho
tungkol sa ideya upang mas mapaganda ito
Approach others to share ideas. /
Lumapit sa iba upang magbahagi ng ideya.
Meet with relevant people about new processes or ideas in
the workplace. /
Makipag-usap sa mga angkop na taong may kaugnayan sa
pagbabago sa proseso at pag-iisip ng mga bagong ideya sa
lugar ng trabaho.
Encircle Yes or No if you have shown or
can do the statement.
Bilugan ang Oo o Hindi kung naipakita o
nagawa mo na ang mga pahayag.
Yes
Oo
No
Hindi
Yes
Oo
No
Hindi
Yes
Oo
No
Hindi
Yes
Oo
Yes
Oo
No
Hindi
No
Hindi
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Module 5: Contributing to Workplace Innovation (NC II)
Statements on my experience, knowledge, skills and abilities /
Mga pahayag tungkol sa aking kaalaman, kasanayan at
kakayahan
I can… / Kaya ko nang…
Summarize new ideas on processes and report them to coworkers. /
Magbuod ng mga bagong ideya sa proseso at ibahagi ito sa
mga katrabaho.
Identify current issues with the systems and procedures in
the workplace. /
Tumukoy ng mga makabagong tungkol sa Sistema at
proses sa trabaho.
Identify opportunities for simple innovations in the
workplace. /
Tumukoy ng mga oportunidad para sa simpleng pagbabago
at inobasyon sa trabaho.
Identify opportunities to do things better / Matukoy ang
mga pagkakataon upang mas mapaganda ang mga bagay
sa trabaho.
Discuss and develop ideas with others /
Makipag-usap at bumuo ng ideya kasama ang iba.
Integrate ideas for change in the workplace /
Mapagsama-sama ang mga ideya tungkol sa pagbabago sa
trabaho
Learner’s Handbook
Encircle Yes or No if you have shown or
can do the statement.
Bilugan ang Oo o Hindi kung naipakita o
nagawa mo na ang mga pahayag.
Yes
Oo
No
Hindi
Yes
Oo
No
Hindi
Yes
Oo
No
Hindi
Yes
Oo
No
Hindi
Yes
Oo
Yes
Oo
No
Hindi
No
Hindi
Look at your answers, were there boxes where you encircled No? If there are, go back to the
activities in the module that will help you gain the skill identified in the statement. You can also
reach out to your facilitator/trainer to provide you with guidance on what activities you can do
to master the skill.
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Module 5: Contributing to Workplace Innovation (NC II)
Learner’s Handbook
Activity 10: End-of-Module Assessment
Objectives
✓ Answer the Module Assessment
✓ Answer the Self-Assessment
Recommended Time: 10 mins - 15 mins
End-of-Module Assessment
Congratulations for finishing Module 5: Contributing to Workplace Innovation for National Certificate
Level II! At the end of every module you will take a short assessment to see how much you have learned.
It will help you and your teacher identify the knowledge and skills you know and what still needs
reinforcing. The results will not affect your ability to continue in the program.
Structure of the Assessment: It has a total of 10 questions. Some questions are multiple choice, and
some questions are true or false. You should choose only ONE answer for each question.
Once you have finished answering the questions, note down any clarifications you want to ask your
instructor.
Module 5: Contributing to Workplace Innovation (NC II)
ENGLISH
Circle the choice that fits the statement
Tagalog
Bilugan ang letra ng tamang sagot.
1. It is a tool that is human-centered in
nature and helps identify a person who
encounters a problem, what they say
about it, how they think, how they feel
about it, and what they do about the
problem.
a. Brainstorming
b. Empathy Map
c. Workplace Document
1. Ito ay isang tool na nakakatulong sa
isang taong may problema, kung ano
ang sinasabi nila tungkol dito, kung ano
ang iniisip nila, kung ano ang kanilang
nararamdaman tungkol dito, at kung
ano ang ginagawa nila tungkol sa
problema
a. Brainstorming
b. Empathy Map
c. Workplace Document
2. Ito ay isang paraan na ginagamit ng
isang grupo upang makabuo ng mga
ideya upang mahanapan ng solusyon
ang malinw na problema. Kasama rin
dito ang paggamit ng synergy - at
2. It is a method design teams use to
generate ideas to solve clearly defined
design problems. It also involves
harnessing synergy – we leverage our
collective thinking towards a variety of
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Module 5: Contributing to Workplace Innovation (NC II)
potential solutions.
a. Brainstorming
b. Empathy Map
c. Workplace Documents
3. Why is showing a prototype of your
idea a good way to help people
understand your innovation?
a. Nobody likes reading text or
listening to long talks
b. People can see and interact with
your idea
c. The prototype attracts people who
have tendency to like it
3.
4. Which of the following is a good set of
criteria for selecting ideas to develop
further into solutions?
a. Exciting and high-tech
b. Cheap and Novel
c. Impactful and feasible
4.
5. Which of the following is an
appropriate format for summarizing
feedback to innovative ideas?
a. Social media posts
b. Sticky notes
c. Reports
5.
6. Which of the following is a good
practice when brainstorming?
a. Set a time limit
b. Offer the best ideas
c. Diversify to many topics
6.
7. Which of the following is a good
practice when talking to people to get
feedback for innovative ideas?
a. Showcase the perfection of your idea
7.
Learner’s Handbook
paggamit ng kolektibong pag-iisip
patungo sa iba't ibang mga potensyal
na solusyon
a. Brainstorming
b. Empathy Map
c. Workplace Documents
Bakit magandang paraan ang
pagpapakita ng prototype sa iyong
kasamahan upang mas maintindihan
nila ang iyong inobasyon?
a. Ayaw ng mga taong magbasa o
making sa mahabang ulat
b. Makikita ng tao ang ideya at mas
magiging konkreto ito
c. Ang prototype ay maggaganyak
sa mga taong gusto ito
Alin sa mga sumusunod ang mainam na
pamantayan sa pagpili ng ideyang
sususugin at patuloy na pauunlarin?
a. Nakagaganyak at gumagamit ng
makabagong teknolohiya
b. Mura at bago
c. Malaking
pagbabago at maaaring
d.
maisakatuparan
Alin sa mga sumusunod ang
pinakaangkop na paraan sa pagbubuod
ng mga mungkahi sa makabagong
ideya?
a. Pag-post sa Social Media
b. Paggamit ng madidikit na papel
c. Pagsulat ng ulat
Alin sa mga sumusunod ang mainam na
gawin kung may malayang talakayan at
nagbrai-brainstorming ang grupo?
a. Magtakda ng oras
b. Magbigay ng pinakamahusay na
ideya
c. Paramihin ang mga paksang paguusapan
Alin sa mga sumusunod ang dapat
gawin kung nanghihingi ng mungkahi
mula sa ibang tao tungkol sa
makabagong ideya?
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Module 5: Contributing to Workplace Innovation (NC II)
b. Be clear, concise, polite and
respectful
c. Interrupt when people give feedback
for too long
8. Which of the following is a good
practice when pitching your solution in
a meeting?
a. Use technical terms to create
credibility
b. Prepare a very detailed presentation
slide
c. Make it clear how the solution can
solve the problem
9. Which of the following is a good
practice when conducting a group
discussion?
a. Stick to the agenda
b. Use formal language
c. Everyone can speak
10. Which of the following lists the steps in
integrating new ideas in the workplace
in the correct order?
a. Preparation, Discussion, Clarification
of Goals, Negotiating Towards a WinWin Outcome, Agreement, and
Implementation.
b. Preparation, Agreement,
Clarification of Goals, Negotiating
Towards a Win-Win Outcome,
Discussion, and Implementation.
c. Discussion, Negotiating Towards a
Win-Win Outcome, Agreement,
Clarification of Goals, Preparation,
and the Implementation
Learner’s Handbook
a. Ipakita na maganda ang iyong ideya
b. Maging malinaw at magalang sa
pananalita
c. Sumabat kung masyadong mahaba
ang mungkahing ibinabahagi ng kausap
8. Alin sa mga sumusunod ang dapat
gawin kung magbibigay ng mungkhaing
solusyon sa isang pagpupulong?
a. Gumamit ng mga teknikal na
termmonolohiya upang mapataas ang
kredibilidad
b. Maghanda ng detalyadong
presentasyon
c. Linawin kung paano malulutas ng
mungkhang solusyon ang problema
9. Alin sa mga sumunod ang dapat gawin
kung nangangasiwa ng talakayan ng
isang grupo?
a. Sundin ang balakin ng pagpupulong
b. Gumamit ng pormal na pananalita
c. Maaaring magsalita ang kahit sino,
sa kahit anong pagkakataon sa
pagpupulong
10. Alin sa mga sumusunod ang
nagpapakita ng tamang pagkasunodsunod ng hakbang upang maisama ang
bagong ideya sa lugar ng trabaho?
a. Preparation, Discussion, Clarification of
Goals, Negotiating Towards a Win-Win
Outcome, Agreement, and
Implementation.
b. Preparation, Agreement, Clarification
of Goals, Negotiating Towards a WinWin Outcome, Discussion, and
Implementation.
c. Discussion, Negotiating Towards a
Win-Win Outcome, Agreement,
Clarification of Goals, Preparation,
and the Implementation
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Module 5: Contributing to Workplace Innovation (NC II)

Learner’s Handbook
Key to Correction
Activity 1 – My Workplace Problems and Opportunities
All problems in this list have opportunities for improvement.
End-of-Module Assessment
1. B - Empathy Map
2. A - Brainstorming
3. B - Prototype
4. C - Impactful and Feasible
5. C - Reports
6. A - Set a time limit
7. B - Be clear, concise, polite, and respectful
8. C - Make it clear how the solution can solve the problem
9. C - Everyone can speak
10. A - Preparation, Discussion, Clarification of Goals, Negotiating Towards a Win-Win
Outcome, Agreement, and Implementation.
Congratulations! You have successfully completed
NC II Module 5: Contributing Innovation to Workplace Innovation!
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