• Like
  • Save
The Veritas Group Comunications Workshop
Upcoming SlideShare
Loading in...5
×
 

The Veritas Group Comunications Workshop

on

  • 2,066 views

The Veritas Group Communications Workshop

The Veritas Group Communications Workshop

Statistics

Views

Total Views
2,066
Views on SlideShare
743
Embed Views
1,323

Actions

Likes
0
Downloads
0
Comments
0

8 Embeds 1,323

http://theveritasgroup.com 1191
http://marketonewebstaging.com 97
http://ifmasfv.org 23
http://ifma.swiftwebdesigner.com 5
http://translate.googleusercontent.com 4
http://webcache.googleusercontent.com 1
http://www.google.lk 1
https://translate.googleusercontent.com 1
More...

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    The Veritas Group Comunications Workshop The Veritas Group Comunications Workshop Presentation Transcript

    • Creating Communication in Organizations and Work Teams
      • IFMA
      • January 25, 2011
      • Presented by
      • Ariane David, PhD
      • Managing Partner
      • THE VERITAS GROUP
      • Senior Lecturer
      • California Lutheran University
      • [email_address]
    • Communication or “What it takes to be part of the clan.”
      • Two aspects of communication
        • Interpersonal
        • Nuts and Bolt
    • Interpersonal Communication or “How I learned to Love the Soft Fuzzy Stuff”
      • Influencers of interpersonal communication
        • Perception
        • Intent/Willingness
      • Perception
      • (the crazy story of the crazy man)
    •  
    •  
      • So what’s going on?
    • Why do we perceive what we do?
      • Different mental models including values, attitudes, beliefs, experiences
      • Different needs/goals
      • Different information
      • Based on what we think we see/hear, or
      • Different sources of information
      • Different interpretation
      • Language
      • Meaning
      • Intent/Willingness
      • (choosing to “see”)
    •  
    •  
    • Ask: What am I NOT seeing.
    • The only thing I can be certain of is this is the way I perceive it . It’s never EITHER / OR. It’s always BOTH.
    • Why do we “intend” not to communicate?
              • Our attitudes trump our ability to see
              • Our willingness is not we “look” through the other’s window
              • We have a need to validate our own mental model
              • BLAME trumps communication
              • We misunderstand impact vs. intentio ns
    • Impact vs. Intentions: the dilemma
      • We judge others by the impact they have on us,
      • We assume the worst
      • We blame them
      • We blame their failures on them not circumstances
      • but
      • We judge ourselves by our intentions!
      • We judge ourselves more kindly
      • We often don’t see the damage we do
      • We blame circumstances for our own failures
    • Impact vs. Intentions: the answer
      • Never assume you know the other’s intentions
      • Look at their actions not your judgments about them
      • Look for alternative explanations for their actions
      • Look at the impact you had on them
      • Take responsibility for your impact even if your intentions were good
      • Good intentions don’t fix a bad impact!
      • Listen first
      • … then
      • Listen first
      • … then
      • Listen some more
      • Listen first
      • … then
      • Listen some more
      • Nice idea, but what does it take in order to be able to listen?
    • Virtues of a Good Communicator
      • Humility
    • Virtues of a Good Communicator
      • Humility
              • Curiosity
    • Virtues of a Good Communicator
      • Humility
              • Curiosity
              • Courage
    • Virtues of effective an communicator
      • Be humble. Realize you may not know everything that’s going on
      •  
      • Be curious . Knowing that you don’t know, have the desire to find out
      • Be courageous. Act according to what you find out
      • The purpose of listening is to understand
      • not to see where you agree or disagree
    • “ How-to” guide to effective interpersonal communication
      • What to do before you communicate
      • How to listen
      • How to speak
      • Before you communicate
    • Before you communicate
      • Know your goal
      • Question your own thinking: trade certainty for curiosity
        • Focus on behaviors and/or results
        • Look for evidence that your perception might be wrong
        • Question what you think you know about others
        • Question your own underlying assumptions
        • Explore all possible reasons for their behavior
        • Be open to differences of opinion
    • Before you communicate cont.
      • De-personalize
      • Separate the impact on you from the other’s intention
      • Be fair
      • Look at your impact and contribution
      • Focus on understanding
      • Lose the blame
      • How to listen
    • How to LISTEN
      • Know your goal.
      • Notice what you’re feeling.
      • Be curious and listen to understand.
      • Clarify and ask questions.
      • Acknowledge and reframe.
      • Ask if the other has a request.
      • Pay attention to the non-verbal cues you’re conveying.  
      • If you’re having difficulty getting through to someone,
      • listen harder!
      • How to speak
    • How to SPEAK
      • Know your goal.
      • Notice what you’re feeling.
      • Be ready to listen first.
      • Briefly describe the situation but don’t include your judgments
      • Use non-blaming statements to describe the impact on you.
      • Take responsibility for your contribution .
      • Make your request .
      • Ask for feedback .
      • Pay attention to the non-verbal cues you’re conveying .
    • Some communication nuts and bolts
      • Meeting and discussion protocols
      • Communicating through organizational change
      • Writing and presenting to any size group
      • Meeting and discussion protocols
    • Meeting and discussion protocols Facilitator
      • Send out pre-reads
      • Have an agenda and stick to it (meeting leader)
      • Hold all team members to a strict time limit
      • Don’t allow one person to monopolize
      • Actively involve people
      • Summarize the discussion
      • Recap action items
      • End on time (or be hated!)
    • Meeting and discussion protocols All participants
      • Don’t interrupt
      • Assume the other’s intentions are as honest as your own
      • Assume that the other is telling the truth from her/his point of view
      • Do not argue over details
      • Approach the discussion with utmost respect for all
      • Speak openly and honestly
      • Remember it’s only your point of view
      • Speak without blame or accusation, guilt or shame
      • Communicating through organizational change
    • Communication through organizational change
      • Information:  down and up
      •  
      • Build support and enthusiasm for the project: excitement; involvement; thanks
      •  
      • Prepare for next phase by enrolling people: gratitude; testimonials
      •  
      • Create employee loyalty by communicating meaning
      •  
      • Writing and presenting
    • Writing and presenting: purpose
      • What is the purpose?
      • What do I want to achieve?
      • What do I want not to happen?
    • Writing and presenting: information
      • Know what you want to say BEFORE you begin
      • Say/write who, what, when, where, how
      • Say it concisely but completely
      • For “one-on-ones” (especially with your boss) with come with notes!
      • Say it in as few words as possible, then cut it down some more!
    • Writing and presenting: delivery
        • Introduction: give a brief background to introduce the subject.
        • Discussion: provide information concisely and completely.
        • Make your point/request
        • In the case of a problem offer a solution and explain how you would implement the solution.
        • Plan follow-up as necessary
        • Summarize
      • Keep notes
    • ? Ariane David [email_address] Additional Information The Veritas Group www.TheVeritasGroup.com