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  1. Presentation by M.S.S.VaradanOm Consultants (India) Pvt. Ltd.
  2. ------------ SELF Solicits Feedback ----------> Self-disclosure or gives feedback Things I know Things I dont know Things ARENA BLIND SPOT They Know Things FAÇADE UNKNOWN They ( Hidden Area ) Dont KnowC O N SU N L O C K IN G U L T A N T S P EO P L E P O T E N T I A L BIM session 5/6/06
  3. The Autocrat Soliciting Feedback Asking (Self Disclosure) A Blind Telling Spot F U
  4. The Interviewer Telling Asking Asking A BS Facade U
  5. The Open-Communicator Asking Asking Telling Arena BS F U
  6. The Funnel Soliciting Feedback Asking Asking (Self Disclosure) A BS F Unknown Telling
  7. Principles of Giving Feedback Be sure that your intention is to be helpful If recipient has not asked for feedback, check to see whether he / she is open to it Deal only with behavior, not generalities Describe behavior, dont evaluate it. Be descriptive not interpretive. Let recipient know the impact that behavior has on people Use I statements to accept responsibility for your own perceptions and emotions Check to make sure recipient has understood your intention Encourage the recipient to check the feedback with other peopleC O N SU N L O C K IN G U L T A N T S P EO P L E P O T E N T I A L BIM session 5/6/06
  8. Principles of Receiving Feedback Specifically describe behavior about which you want feedback. Start with a question rather than a statement. Ask open ended questions first. Ask specific questions to clarify details. Try not to defend or rationalize behavior at issue Summarize your understanding of the feedback that you receive Share your thoughts and feelings about the feedbackC O N SU N L O C K IN G U L T A N T S P EO P L E P O T E N T I A L BIM session 5/6/06
  9. TEAM DECISION MAKING & PROBLEM SOLVING Success in problem solving requires effort to be directed towards overcoming surmountable obstacles (Externalising) Available facts should be used even when they are inadequate (Pitfalls of Old Similarities) The starting point of a problem is richest is solution possibilities (Alternate routes availability) Problem mindedness should be increased while solution mindedness is delayed (Pre-determined Solution)C O N SU N L O C K IN G U L T A N T S P EO P L E P O T E N T I A L BIM session 5/6/06
  10. TEAM DECISION MAKING & PROBLEM SOLVING Disagreements can lead either to hard feeling or to innovation depending on the discussion leadership (Security of going along with the crowd) "Idea Getting" process should be separated from "Idea Evaluation Process", because the latter inhibits the former (Willingness to break away from past experience) Ready choice situations should be formed into problem situations (To enable Search) Problem situations should be turned into generated choice situations (For alternatives) Solutions suggested by the leader are improperly evaluated and tend either to be accepted or rejected (Power Problem)C O N SU N L O C K IN G U L T A N T S P EO P L E P O T E N T I A L BIM session 5/6/06

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