Peter, a senior executive, received indirect feedback from a recent team barometer survey. He wants help making the most of the feedback in an open and constructive discussion with his team. The document provides a three-step approach for debriefing surveys: 1) focused self-reflection on the feedback, 2) planning an open dialogue with guiding questions, and 3) conducting the team discussion with reflection and idea sharing in small groups. The goal is to have an honest exchange that identifies actions to improve conditions for the team to succeed.
This document summarizes the key aspects of forming an effective design team. It discusses that a design team is typically made up of different engineering disciplines and experts from various fields. It is important for team members to respect each other's expertise and for the team to have open communication. The document provides guidance on dos and don'ts for good team communication, including making sure all members understand goals, listening to others, being respectful, and communicating openly. It emphasizes that the overall goal is for the team to work collectively to solve problems and ensure client needs are met.
Keeping people practically safe is vital but it is people’s wellbeing
and attitude to risk that poses a threat to the organisation’s
performance as you return to the workplace. This simple guide is to help managers promote a confident return to the workplace. And, if you have already started that transition, then these ideas will help you generate greater commitment for individual
performance and contribution.
Giving constructive feedback is an essential task for managers and supervisors to help employees know where they stand and how to improve. Constructive feedback should be focused on observed behaviors rather than judgements, provide a balance of positive and negative feedback, and not overload the recipient. The six step method for giving constructive feedback involves stating the purpose, describing observed behaviors, discussing reactions, allowing a response, offering suggestions, and summarizing while expressing support. This helps ensure feedback is given and received constructively to benefit all parties.
IN THIS SUMMARY
People who are introverts often hate to network. While extroverts, socially-oriented people who excel in group situations, are typically right at home at networking events, introverts, reflective and reclusive people, dread group interactions. However, in Networking for People Who Hate Networking, Devora Zack sets out to demonstrate that, by virtue of their innate strengths, introverts can become masterful networkers. Introverts’ talent for focusing and asking thoughtful questions heightens their ability to make meaningful connections with others. By developing a strong, enduring, yet small group of professional ties, introverts can network effectively; and by remaining true to self, the introvert can master networking for lasting, beneficial connections.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/networking-people-who-hate-networking
Balancing science with person-focused researchIndi Young
Tips you can use in your organization to help bring person-focused (instead of idea- or solution- or data-focused) research into your process. Balance the numbers with the reasons why, the descriptions, and the patterns of human behavior.
HR has historically demanded a seat at the executive table where strategic business decisions are made. Getting the seat and actively playing a strategic role in the success of the business are both challenges in their own right. As a former CHRO, Tim reveals what the role is really about and what it was like to be in the boardroom. Tim will share insights into the business skills a CHRO should have and the challenges HR must face and find flexible solutions for once it reaches the top of the leadership hierarchy.
Tim Savage, Former Chief Human Resource Officer, Jumeirah Group
Members of Connect: Professional Women’s Network share advice for effectively delivering the good, bad and ugly.
Connect: Professional Women’s Network is online community with more than 300,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com/womenconnect.
Digital awareness combines traditional PR, content marketing, social media, and search to spread news further and faster to target audiences online. It allows creating conversations rather than just sharing static news. The document discusses using social media and blogs to create dialogue in addition to sharing news. It also provides three main guidelines for knowing, crafting, and training team communication styles and word usage. The objectives discuss repurposing content into different formats like blogs, articles and social media to further spread messages. Lastly, it talks about no longer having communication silos and integrating cross-promotion across different channels.
This document summarizes the key aspects of forming an effective design team. It discusses that a design team is typically made up of different engineering disciplines and experts from various fields. It is important for team members to respect each other's expertise and for the team to have open communication. The document provides guidance on dos and don'ts for good team communication, including making sure all members understand goals, listening to others, being respectful, and communicating openly. It emphasizes that the overall goal is for the team to work collectively to solve problems and ensure client needs are met.
Keeping people practically safe is vital but it is people’s wellbeing
and attitude to risk that poses a threat to the organisation’s
performance as you return to the workplace. This simple guide is to help managers promote a confident return to the workplace. And, if you have already started that transition, then these ideas will help you generate greater commitment for individual
performance and contribution.
Giving constructive feedback is an essential task for managers and supervisors to help employees know where they stand and how to improve. Constructive feedback should be focused on observed behaviors rather than judgements, provide a balance of positive and negative feedback, and not overload the recipient. The six step method for giving constructive feedback involves stating the purpose, describing observed behaviors, discussing reactions, allowing a response, offering suggestions, and summarizing while expressing support. This helps ensure feedback is given and received constructively to benefit all parties.
IN THIS SUMMARY
People who are introverts often hate to network. While extroverts, socially-oriented people who excel in group situations, are typically right at home at networking events, introverts, reflective and reclusive people, dread group interactions. However, in Networking for People Who Hate Networking, Devora Zack sets out to demonstrate that, by virtue of their innate strengths, introverts can become masterful networkers. Introverts’ talent for focusing and asking thoughtful questions heightens their ability to make meaningful connections with others. By developing a strong, enduring, yet small group of professional ties, introverts can network effectively; and by remaining true to self, the introvert can master networking for lasting, beneficial connections.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/networking-people-who-hate-networking
Balancing science with person-focused researchIndi Young
Tips you can use in your organization to help bring person-focused (instead of idea- or solution- or data-focused) research into your process. Balance the numbers with the reasons why, the descriptions, and the patterns of human behavior.
HR has historically demanded a seat at the executive table where strategic business decisions are made. Getting the seat and actively playing a strategic role in the success of the business are both challenges in their own right. As a former CHRO, Tim reveals what the role is really about and what it was like to be in the boardroom. Tim will share insights into the business skills a CHRO should have and the challenges HR must face and find flexible solutions for once it reaches the top of the leadership hierarchy.
Tim Savage, Former Chief Human Resource Officer, Jumeirah Group
Members of Connect: Professional Women’s Network share advice for effectively delivering the good, bad and ugly.
Connect: Professional Women’s Network is online community with more than 300,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com/womenconnect.
Digital awareness combines traditional PR, content marketing, social media, and search to spread news further and faster to target audiences online. It allows creating conversations rather than just sharing static news. The document discusses using social media and blogs to create dialogue in addition to sharing news. It also provides three main guidelines for knowing, crafting, and training team communication styles and word usage. The objectives discuss repurposing content into different formats like blogs, articles and social media to further spread messages. Lastly, it talks about no longer having communication silos and integrating cross-promotion across different channels.
Understanding people comes in a lot of flavors. An uncommon flavor is understanding people deeper than explanations and opinions. It's getting inside people’s minds to see how they achieve their larger human intentions and purposes without reference to your organization. The goal is to allow for later inspiration that represents the complicated inner world of people's approaches, rather than being constrained by existing systems and conventions.
After re-framing the problem as if your organization does not exist, you come back to reality with deeper understanding that influences your solutions.
Indi will define this deeper understanding, outline how collect the data, and show how to curate the knowledge in a depiction of the reasoning-patterns (mental model diagrams) and the thinking-styles (behavioral audience segments).
The document provides guidance on building effective teams. It discusses the importance of self-awareness and communication between team members. Various exercises and models are presented to help teams develop, including using the "Stinky Fish" exercise to openly share concerns, the "Johari Window" model to understand self-perception, and providing constructive feedback. The stages of team development and the leader's role in guiding the team through each stage are also examined.
The document provides guidance on effective communication through discussing the 7 Cs of effective communication. It states that completeness in providing all relevant information will lead to the desired response from listeners. Conciseness in avoiding unnecessary information saves time. Consideration, or understanding the listener's perspective, is important. Using concrete facts and figures reinforces confidence. Clarity in using simple language makes the message comprehensive. Courtesy in one's tone strengthens relationships. Correctness avoids confusion. The document emphasizes tailoring one's communication style to best convey the intended message to listeners.
The document discusses developing effective communication skills. It covers basic communication principles like everything being communication and the way a message is delivered affecting how it is received. It also discusses communication models involving giving and gathering good information to build mutual trust. Additionally, it discusses developing assertive communication skills through techniques like using "I" statements and active listening skills like paraphrasing. The document provides tips for both giving and receiving feedback through communication.
The Dance of Collaboration - excerpt from Improv to Improve your BusinessDr. Rob Duncan
The document provides an overview of the benefits of improvisation training for business. It lists several ways that improv training has helped respondents think more quickly, deliver presentations more effectively, be more spontaneous, gain sensitivity to audiences, encourage collaboration and creativity, and more. The next chapter will outline the 10 commandments of improv, which are principles that authors of the book used to describe their improv experience.
The document provides an overview of strategic communications and interacting with the media. It discusses the changing media landscape, importance of developing a communications strategy, and outlines steps for effective media interaction. These include understanding reporter styles, maintaining message control through bridging and flagging, enhancing delivery with examples and emotion, and being prepared with tested key messages while avoiding guesses or criticism of the media. The goal is to shape public and stakeholder perceptions through strategic, on-message interactions with reporters.
The document discusses the importance of corporate culture and the role of consultants in diagnosing and changing culture. It outlines 10 key skills needed for effective consulting: humor, influence, confidence, fearlessness, rapid framing, value generation, intellect, active listening, instantiation, and responsiveness. The document also introduces the Denison model for diagnosing and designing corporate culture to improve profitability through cultural alignment, clear priorities, and concrete steps toward goals.
This document discusses six principles of influence identified by Robert Cialdini: reciprocity, scarcity, authority, consistency, liking, and consensus. It provides examples of how each principle works and ways they can be utilized, such as using scarcity to create a sense of urgency, highlighting authority figures who endorse an idea, and appealing to consensus to make people feel safe in agreeing with the majority. The document also offers additional tips for influencing others, such as supporting ideas with data, communicating viewpoints directly and convincingly, and developing informal channels of influence through casual conversations.
Tomáš Rus completed an Insights Discovery personality profile on September 14, 2015. The profile describes Tomáš as a serious, conscientious worker who prefers a quiet, orderly environment where he can work independently and focus on tasks. He is logical, analytical, and objective in his decision-making. While private and reserved, Tomáš contributes dependability, organization, and a focus on facts and procedures. Effective communication with Tomáš involves presenting solid facts, respecting his values, and allowing time for reflection. His opposite type would be an extraverted, enthusiastic Inspirer.
Effective feedback should be specific, describe observable behaviors, judge the actions not the individual, and be delivered respectfully and constructively. It works best when delivered sooner rather than later, focuses on the impact or results of the behavior, and avoids threats, advice-giving or psychoanalyzing unless requested. The goal is to inspire improvement by addressing what was unhelpful or counterproductive in a way that promotes forward progress.
The document discusses three types of networkers that people may encounter: Enthusiasts, Skeptics, and Dejecteds. Enthusiasts respond quickly and want to help, but require gratitude. Skeptics are more cautious and need to build trust before helping. Dejecteds shut down contact. The document provides advice on interacting with each type, such as setting up informational interviews with Enthusiasts, taking time to converse with Skeptics to ease concerns, and moving on from Dejecteds.
This document provides advice from Steve Van Ingen on effectively leading project teams. It discusses the importance of:
- Keeping your eye on the critical success factors and project drivers
- Eliminating communication failures through clear, appropriate communication
- Actively listening to leverage the expertise of team members
- Setting and monitoring goals for the team and individuals
- Taking responsibility for failures while attributing successes to the team
- Developing a comprehensive execution plan and taking ownership of it
- Choosing a positive attitude and pumping up the team
The document emphasizes clear focus, effective communication, respecting team members, accountability, planning, and maintaining a positive outlook.
This document provides Shannon Johnson with a strengths discovery and development guide based on a survey completed on 06-02-2014. The guide is intended to help Shannon discover and develop her natural talents. It identifies her top 5 signature themes - Adaptability, Strategic, Empathy, Connectedness, and Arranger - based on her survey responses. For each theme, it provides a description and suggested action items for developing related strengths. It prompts Shannon to identify 1-3 themes that best describe her, discuss them with others, and outline specific development actions to take in the next week, month, and year. The guide recommends focusing frequently on strengths to effectively apply and build them.
Urgent problems, rational solutions and passionate patient advocates are necessary but not sufficient to create change in health care organisations.
Lois Kelly and Carmen Medina of Rebels at Work will look at common mistakes in developing and introducing new ideas and discuss important and often overlooked organizational, interpersonal and personal self-awareness practices needed to navigate the journey from ‘I see a problem and have an idea’ to the idea being adopted.
Being the charismatic leader behind the apple conglomerate can be described as perhaps one of the most dauntingly irreplaceable position ever. The man and the mind were both unfathomable and complex.
However all would agree that Steve Jobss was a committed and driven individual who only sought to seek the best always and expected the same from those around him. What we can all learn from him is right here.
Influence is the power to have an important effect on someone or something. If someone influences someone else, they are changing a person or thing in an indirect but important way.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Influencing Skills".
This is Visual CV created by me to show that how with help of less word you can explain about yourself using creative images and design and new innovative ideas.
Peptic ulcer disease refers to painful sores or ulcers in the lining of the stomach or duodenum. It can be caused by H. pylori infection, NSAID use, stress, smoking, and other factors. Symptoms include abdominal pain, nausea, and vomiting blood. Treatment involves eliminating H. pylori with antibiotics if present, reducing stomach acid with PPIs, and lifestyle modifications. Zollinger-Ellison syndrome is characterized by severe ulcers, gastric acid hypersecretion, and a pancreatic tumor that secretes high levels of the hormone gastrin.
A 12-year-old girl from Nicaragua named Rosel describes her upcoming summer holidays. She plans to spend time at the beach in Lasarte taking photos but not fishing. After the summer, she will start secondary school and is worried about being alone on the first day.
Jon is an 11-year-old boy from Barcelona who enjoys playing football and swimming. This summer he plans to visit the beach and a football stadium in Barcelona but not any museums. After the summer, Jon is excited to start secondary school where he hopes to make new friends.
Understanding people comes in a lot of flavors. An uncommon flavor is understanding people deeper than explanations and opinions. It's getting inside people’s minds to see how they achieve their larger human intentions and purposes without reference to your organization. The goal is to allow for later inspiration that represents the complicated inner world of people's approaches, rather than being constrained by existing systems and conventions.
After re-framing the problem as if your organization does not exist, you come back to reality with deeper understanding that influences your solutions.
Indi will define this deeper understanding, outline how collect the data, and show how to curate the knowledge in a depiction of the reasoning-patterns (mental model diagrams) and the thinking-styles (behavioral audience segments).
The document provides guidance on building effective teams. It discusses the importance of self-awareness and communication between team members. Various exercises and models are presented to help teams develop, including using the "Stinky Fish" exercise to openly share concerns, the "Johari Window" model to understand self-perception, and providing constructive feedback. The stages of team development and the leader's role in guiding the team through each stage are also examined.
The document provides guidance on effective communication through discussing the 7 Cs of effective communication. It states that completeness in providing all relevant information will lead to the desired response from listeners. Conciseness in avoiding unnecessary information saves time. Consideration, or understanding the listener's perspective, is important. Using concrete facts and figures reinforces confidence. Clarity in using simple language makes the message comprehensive. Courtesy in one's tone strengthens relationships. Correctness avoids confusion. The document emphasizes tailoring one's communication style to best convey the intended message to listeners.
The document discusses developing effective communication skills. It covers basic communication principles like everything being communication and the way a message is delivered affecting how it is received. It also discusses communication models involving giving and gathering good information to build mutual trust. Additionally, it discusses developing assertive communication skills through techniques like using "I" statements and active listening skills like paraphrasing. The document provides tips for both giving and receiving feedback through communication.
The Dance of Collaboration - excerpt from Improv to Improve your BusinessDr. Rob Duncan
The document provides an overview of the benefits of improvisation training for business. It lists several ways that improv training has helped respondents think more quickly, deliver presentations more effectively, be more spontaneous, gain sensitivity to audiences, encourage collaboration and creativity, and more. The next chapter will outline the 10 commandments of improv, which are principles that authors of the book used to describe their improv experience.
The document provides an overview of strategic communications and interacting with the media. It discusses the changing media landscape, importance of developing a communications strategy, and outlines steps for effective media interaction. These include understanding reporter styles, maintaining message control through bridging and flagging, enhancing delivery with examples and emotion, and being prepared with tested key messages while avoiding guesses or criticism of the media. The goal is to shape public and stakeholder perceptions through strategic, on-message interactions with reporters.
The document discusses the importance of corporate culture and the role of consultants in diagnosing and changing culture. It outlines 10 key skills needed for effective consulting: humor, influence, confidence, fearlessness, rapid framing, value generation, intellect, active listening, instantiation, and responsiveness. The document also introduces the Denison model for diagnosing and designing corporate culture to improve profitability through cultural alignment, clear priorities, and concrete steps toward goals.
This document discusses six principles of influence identified by Robert Cialdini: reciprocity, scarcity, authority, consistency, liking, and consensus. It provides examples of how each principle works and ways they can be utilized, such as using scarcity to create a sense of urgency, highlighting authority figures who endorse an idea, and appealing to consensus to make people feel safe in agreeing with the majority. The document also offers additional tips for influencing others, such as supporting ideas with data, communicating viewpoints directly and convincingly, and developing informal channels of influence through casual conversations.
Tomáš Rus completed an Insights Discovery personality profile on September 14, 2015. The profile describes Tomáš as a serious, conscientious worker who prefers a quiet, orderly environment where he can work independently and focus on tasks. He is logical, analytical, and objective in his decision-making. While private and reserved, Tomáš contributes dependability, organization, and a focus on facts and procedures. Effective communication with Tomáš involves presenting solid facts, respecting his values, and allowing time for reflection. His opposite type would be an extraverted, enthusiastic Inspirer.
Effective feedback should be specific, describe observable behaviors, judge the actions not the individual, and be delivered respectfully and constructively. It works best when delivered sooner rather than later, focuses on the impact or results of the behavior, and avoids threats, advice-giving or psychoanalyzing unless requested. The goal is to inspire improvement by addressing what was unhelpful or counterproductive in a way that promotes forward progress.
The document discusses three types of networkers that people may encounter: Enthusiasts, Skeptics, and Dejecteds. Enthusiasts respond quickly and want to help, but require gratitude. Skeptics are more cautious and need to build trust before helping. Dejecteds shut down contact. The document provides advice on interacting with each type, such as setting up informational interviews with Enthusiasts, taking time to converse with Skeptics to ease concerns, and moving on from Dejecteds.
This document provides advice from Steve Van Ingen on effectively leading project teams. It discusses the importance of:
- Keeping your eye on the critical success factors and project drivers
- Eliminating communication failures through clear, appropriate communication
- Actively listening to leverage the expertise of team members
- Setting and monitoring goals for the team and individuals
- Taking responsibility for failures while attributing successes to the team
- Developing a comprehensive execution plan and taking ownership of it
- Choosing a positive attitude and pumping up the team
The document emphasizes clear focus, effective communication, respecting team members, accountability, planning, and maintaining a positive outlook.
This document provides Shannon Johnson with a strengths discovery and development guide based on a survey completed on 06-02-2014. The guide is intended to help Shannon discover and develop her natural talents. It identifies her top 5 signature themes - Adaptability, Strategic, Empathy, Connectedness, and Arranger - based on her survey responses. For each theme, it provides a description and suggested action items for developing related strengths. It prompts Shannon to identify 1-3 themes that best describe her, discuss them with others, and outline specific development actions to take in the next week, month, and year. The guide recommends focusing frequently on strengths to effectively apply and build them.
Urgent problems, rational solutions and passionate patient advocates are necessary but not sufficient to create change in health care organisations.
Lois Kelly and Carmen Medina of Rebels at Work will look at common mistakes in developing and introducing new ideas and discuss important and often overlooked organizational, interpersonal and personal self-awareness practices needed to navigate the journey from ‘I see a problem and have an idea’ to the idea being adopted.
Being the charismatic leader behind the apple conglomerate can be described as perhaps one of the most dauntingly irreplaceable position ever. The man and the mind were both unfathomable and complex.
However all would agree that Steve Jobss was a committed and driven individual who only sought to seek the best always and expected the same from those around him. What we can all learn from him is right here.
Influence is the power to have an important effect on someone or something. If someone influences someone else, they are changing a person or thing in an indirect but important way.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Influencing Skills".
This is Visual CV created by me to show that how with help of less word you can explain about yourself using creative images and design and new innovative ideas.
Peptic ulcer disease refers to painful sores or ulcers in the lining of the stomach or duodenum. It can be caused by H. pylori infection, NSAID use, stress, smoking, and other factors. Symptoms include abdominal pain, nausea, and vomiting blood. Treatment involves eliminating H. pylori with antibiotics if present, reducing stomach acid with PPIs, and lifestyle modifications. Zollinger-Ellison syndrome is characterized by severe ulcers, gastric acid hypersecretion, and a pancreatic tumor that secretes high levels of the hormone gastrin.
A 12-year-old girl from Nicaragua named Rosel describes her upcoming summer holidays. She plans to spend time at the beach in Lasarte taking photos but not fishing. After the summer, she will start secondary school and is worried about being alone on the first day.
Jon is an 11-year-old boy from Barcelona who enjoys playing football and swimming. This summer he plans to visit the beach and a football stadium in Barcelona but not any museums. After the summer, Jon is excited to start secondary school where he hopes to make new friends.
Javi is a 12-year-old boy from Irun who enjoys playing football and tennis but not rugby. This summer he plans to go to Villar del Rey in Badajoz where he will play football, go to the swimming pool, and not do any homework. After the summer, Javi will start Secondary School which he is not worried about because he will go with his friends.
- The document provides a summary of an individual's professional experience including over 9 years of experience in software development using Java/J2EE technologies and Oracle database. Key projects include developing applications for supply chain management, logistics, and transportation.
- Technical skills include Java, J2EE, Servlets, JSP, EJB, XML, Oracle, and software development processes. The individual has experience designing, developing, testing, and providing production support for enterprise applications.
- Education includes an MCA from Madras University and BCA from MCRP University with experience in software estimation, planning, design, and implementing customer requirements.
This document describes a project to create an Internet of Things (IoT) integration platform using .NET technology. The platform will allow flexible hardware choices and access to data from all devices. It consists of servers to host data and services, clients for end users, and household hubs to connect local hardware and communicate with the server. Recipes will connect sensors and triggers to devices and actions. The project is educational and aims to learn new technologies while having commercial potential in the growing IoT market. It provides an open source .NET alternative to existing proprietary or undeveloped options.
1) Over 1.2 million people die in road accidents worldwide every year, costing 3-4% of global GDP. One child dies every 3 minutes in a traffic accident globally.
2) The annual death toll from traffic accidents, at 1.2 million, is equivalent to 5 tsunamis worth of lives lost each year.
3) Various recommendations are provided to improve road safety culture and reduce accidents, including better driver education, enforcement of traffic rules, infrastructure improvements, and community involvement.
This document discusses clean architecture principles for Android applications. It outlines goals of having an architecture that is focused on use cases, easy to maintain and test, and decoupled. It describes layers including entities, use cases, interface adapters, frameworks/drivers, presentation layer, and data layer. It emphasizes separating domains, business rules in their own layer, and testing at different levels. Tools mentioned include dependency injections, Proguard, and Lint.
The document provides guidance on how to successfully change an organization's culture by outlining key steps based on Kotter's change model, including creating urgency for change, forming a coalition to lead the change effort, developing a clear vision for the new culture, communicating the vision, removing obstacles, creating short-term wins to build momentum, and anchoring the changes in the culture by highlighting exemplars. The overall message is that cultural change requires a strategic, long-term process of engaging employees and addressing resistance at each stage of implementation.
The document discusses feedback in the workplace. It notes that while feedback is an important part of professional development, both giving and receiving feedback can be challenging. People may be reluctant to give feedback due to fears about potential conflicts, lack of impact, or hurting others' feelings. They may also avoid receiving feedback if they fear it could lead to dismissal. The document advocates for creating opportunities for open discussions about feedback to drive improvement.
Communication and Team Decision MakingPart 1 Sharpening the T.docxpickersgillkayne
Communication and Team Decision Making
Part 1: Sharpening the Team Mind: Communication and Collective Intelligence
A. What are some of the possible biases and points of error that may arise in team communication systems? In addition to those cited in the opening of Chapter 6, what are some other examples of how team communication problems can lead to disaster?
B. Revisit communication failure examples in Exhibit 6-1. Identify the possible causes of communication or decision-making failure in each example, and, drawing on the information presented in the chapter, discuss measures that might have prevented problems from arising within each team’s communication system.
Part 2: Team Decision-Making: Pitfalls and
Solution
s
A. What are the key symptoms of groupthink? What problems and shortcomings can arise in the decision-making process as a result of groupthink?
B. Do you think that individuals or groups are better decision-makers? Justify your choice. In what situations would individuals be more effective decision-makers than groups, and in what situations would groups be better than individuals?
I am adding my classmate's response for the above question. You will have to write response for each post in 150 words. No references needed.
Discussion 1:
Communication Problems
In an organization there are lot of communication problems, some of the major communication problems can be.
Ambiguity in the information: This kind of ambiguity is when there we cannot provide important explanation or even able to provide options for the information, when we provide a project to a client or to teammates we need to provide all the information and give all the information and should research at every cost and should be able to understand and provide the document for the missing information.
Anchoring to one point of the information: This is when any person in the team relying so much on one point of the information. That person can make all the decisions or any kind of information based on just that point because as everyone says first impression is best impression, So when the person takes decision then we will take all decisions when you provide information on this buyers will get good impression on the team and the brand can become good.
Providing too much information: When a manager or someone gives lot of information about the project and also give lot of information on something, this might not give time for the processing of those information and which doesn’t give enough bullet points or clarity about the project which makes in unclear project and requirements.
Useless roles: This is when there are lot of chain of people for the approval of something and all of them have same title and it is very unclear to whom to go for the information, when this happens we do not know where the project is tending and if it get stuck we don’t know where to go and keep the project running.
Poor decision-making skills: Wh.
For the National Cancer Institute's Public Affairs Network conference in Denver in 2013, this talk focuses on how cancer communicators can better understand the experts with whom they work--and vice versa--by examining more closely experts' default communications styles and personality preferences, so they can work with, not agai
Collaborative Research The Conference by Media Evolution MalmöErika Hall
The document discusses collaborative research and user research methods. It provides an overview of stakeholder interviews, competitive analysis, usability testing, analyzing research findings, and creating models and reports. The key goals are to form good research questions, gather and analyze qualitative data, and create a shared understanding to inform decisions.
Stop Asking for Feedback - Ask for advice insteadAlex Clapson
Advice-giving leads one to think about future actions that the person in need of guidance could take. As such, when asked to give advice, people are more likely to think critically & specifically about strategies the person could use to improve.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
This document discusses the key considerations for effective virtual teams. It notes that virtual teams allow flexibility but can lack face-to-face interaction. Building trust between remote members is vital, which requires honest communication and getting to know each other personally. Video conferencing helps convey tone and body language to prevent miscommunication. Including all members and checking in on their well-being combats isolation. With the right management of communication, decision-making, and social connection, virtual teams can be highly productive.
This document outlines the agenda and activities for a summit focused on forging a magnetic organization. The summit will use Appreciative Inquiry techniques like discovery interviews and breakout groups to understand what currently works best at the organization and envision future possibilities. Participants will identify strengths, share inspiring stories, and develop aspiration statements. The goal is to leverage existing assets and co-create an empowering vision for the future through collaboration and creative design.
Being a good interviewer — knowing what questions to ask and how to evaluate whether a candidate is a good fit for a position — is not a skill many people have on their own. And with a myriad of personality types in the workplace, there are many different interviewer types. If you are relying on the interviewer to ask the right questions to show how you are a fit for a role, then you are likely selling yourself short.
Here are a few interviewer types you might run across and tips on how to make sure you communicate your fit for a role, even when the interview goes off course.
The most important aspect of any effective communication is knowing your audience. This
audience will vary, so being flexible in your communication styles is a great skill for any leader
to have. In the course of a single day as the leader of a business or department, you might
speak to:
Staff
Shareholders
Business partners
Now you're asking for it! A Culture of Continuous FeedbackJason Schreuder
Agile has feedback loops on the products we build, and on the process we use to do it, but people feedback is really hard! Studies have shown that people have a negative physiological reaction to just the thought of having to give or receive feedback. But are we conditioned to be terrible at feedback from our experiences in traditional work environments, with all of their power dynamics and political undercurrents? In this talk, we will explore the science behind giving and receiving feedback, and how you can create a culture where everyone actually asks for feedback, continually, and celebrates it as a cultural norm. Even the best agilists struggle working with teams on safety, trust, and feedback. This is a crucial leadership skill, and leaders at all levels should be well versed in this topic.
Learning Outcomes:
Interpret the science behind giving and receiving feedback
Compare various elements of effective feedback
Discuss models of kind, human-centered feedback that you can use in your teams
Communication skills for_effective_leadershipFlora Runyenje
The document discusses effective communication skills for leaders. It states that good communication is crucial for leaders to remain leaders. Effective leaders throughout history were able to convey inspiring visions and spin negatives into positives. Modern leaders likewise build companies by convincing workers of an important mission. The document provides tips for leaders on verbal and written communication skills like knowing your audience, tone of voice, timing, style, listening skills, meetings, presentations and more. Effective communication is presented as a key skill for any business leader.
This document provides an introduction and overview for a presentation on questionnaire writing. It discusses the importance of preparing for the questionnaire by considering the needs of different stakeholders, including field teams, clients, analysts, and respondents. It emphasizes minimizing response effects and managing the flow of the questionnaire experience. Specific recommendations are provided for writing effective introductions, structuring the survey logically, and using signposts to guide respondents. The document also covers asking the right types of questions, using scales appropriately, and cognitive testing questions to identify potential problems.
This document provides best practices for conducting 360-degree assessments based on responses from the LinkedIn group "The Emotional Intelligence Connection". It recommends: 1) Choosing raters who have a clear, meaningful relationship with the person being assessed; 2) Having strong support from top leadership to champion the process; and 3) Clarifying the purpose and intended use of the assessment to ensure it provides value rather than disruption. It also provides additional tips such as maintaining anonymity, confidentiality, and not tying the assessment to performance reviews.
This document discusses strategies for effectively creating change and leading as a "rebel" within an organization. It provides discussion questions addressing how to gain credibility for new ideas, navigate organizational culture and politics, communicate ideas to others, manage conflict, deal with fears and doubts, care for one's well-being, and how managers can better support rebels in their organization. The overall aim is to provide rebels with tools to drive positive change while navigating challenges within their workplace.
What are some best practices when conducting a 360 assessment? August 2012eiconnection
There are several best practices to consider when conducting a 360 assessment:
1) Choose raters who have a clear and meaningful relationship with the person being assessed to ensure high quality feedback.
2) Have strong support and sponsorship from top leadership to champion the process and see it through effectively.
3) Clearly define the purpose and intended use of the assessment to provide meaningful value from the results.
The document provides instructions for creating an account on a writing assistance website and submitting requests for papers to be written. It explains the bidding process where writers can bid on requests and be selected by the customer. It notes that customers can request revisions and the website promises original, high-quality content with refunds for plagiarized work.
The document discusses several contrasts between traditional corporate structures and more modern, flexible approaches. It addresses topics such as hierarchical vs flattened organizations, fixed vs flexible work hours, hoarded vs shared information, command-and-control vs empowering leadership, on-premise vs cloud technology, email vs newer communication tools, and corporate ladders vs creating one's own purpose. For each topic, the document provides the author's perspective based on experiences leading organizations, generally recommending more modern, flexible approaches when implemented carefully with proper communication and assessment of employees.
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Leadership Field Guide
The quality of the responses depends on safety and follow-through
Only – nothing is ever that simple. It’s a chicken and egg situation. The quality of the ans-
wers to any questions you pose will depend on how carefully and respectfully you treated
what you heard in the past. In other words, do people feel ‘safe’ to share what they truly
feel? Do they feel that it’s worth bothering to share specifics – because something useful
will come of it?
Peter, an engineer and senior executive in a global
organisation, wants to talk through how he can make
the most of a recent Team Barometer. Peter has been
with his current organisation for many years and is
seen as indispensable. Especially when the going
gets tough. The composition of his team has recent-
ly changed during a reorganisation which followed
a fundamental change in strategy. He now has eight direct reports, five of whom he’s
worked with for a long time. The other three had been reporting to another colleague.
According to Peter the mood in the team is “Okay, but far from ideal”.
When asked to elaborate, he explains: “I’d say people are annoyed because they can’t
quite see the point of some of the recent changes. But they don’t feel as though it’s useful
to voice this.”
Asked, what it would take to initiate that proper debate and how the Team Barometer
results might contribute to it, Peter becomes quite pensive and explains after a while:
“The trouble is, I can’t really tell them all that much. I’m only informed on a need-to-know
basis myself. We’re not the most open organisation and quite hierarchical. My three new
team members are cautious. They soldier on, but are clearly annoyed that the area they
once represented has now changed beyond recognition. I feel as though they are poised
to jump ship as soon as they get a better job offer. That would be a real shame. I need
their experience and expertise and if they go, chances are their direct reports would fol-
low. Their previous boss has left the organisation under a bit of a cloud. He was properly
miffed. I try to get closer to them, but the shutters are down for now.
So, how might the Barometer contribute to a proper debate? I’m not sure. Don’t get me
wrong, I think it’s great to have feedback on how people feel about me as their boss. I’m
just not sure if this survey has truly fulfilled that!
Looking at it, the data is, at best, inconclusive. Some – and with such a small number
it’s not difficult to spot who – have taken the opportunity to moan anonymously. I really
don’t recognise myself in their comments, but I can relate to how they might see me like
this under the current circumstances. Some have ticked the boxes, but not provided any
real comments, which I can’t help but find cowardly. Others, presumably my ‘old’ team
members, have pretended that everything is okay because they like me and don’t want to
dump me in it. They gave me top scores even where I know I don’t deserve them.
I think it’s safe to assume that this isn’t is a real reflection of what’s going on and how
they view me. It isn’t the ‘real’ data we’d need for that proper debate you asked me about.
So, what I need you to help me with is this: how can I avoid putting one meaningless
exchange on top of another? How can I turn this from a potential farce that’s somehow
about me to a starting point for a new ‘us’? How can I engineer an honest, yet construc-
tive exchange that will be worth the time we invest in it? I’m old and ugly enough: I can
take a real dialogue – face to face. Help me plan it!”
Peter is an old hand at leading people in times of change. He was unusually relaxed about
some of the more hurtful personal comments and the bad scores that came with them.
He took them with as much of a pinch of salt as the glowing praise.
Having a rock-solid reputation in the organisation he had no reason to worry: “What does
this mean for me and my future in the organisation? Will somebody question my ability
as a leader”?
How can you get yourself into the right state to digest the feedback?
In our experience the following questions are useful in creating a bit of necessary
‘distance’ before analysing the feedback.
1. How do I stop myself making assumptions about who said what, which just creates
unhelpful ‘noise’ in my head? Noise that has me concerned about my likability and
competence as a leader. Noise that ultimately distracts me from properly engaging
with my people about the result.
2. How will I talk about it without my own hurt feelings getting in the way? Without
becoming defensive? What will I need to assume about the people who wrote the
most cutting comments? Why would a motivated, capable, trustworthy colleague
react like this?
3. How will I not only look at the small number of negative, hurtful comments, but see
the full picture? How can I, for myself, acknowledge that whilst there may be room
for improvement, there is also a solid case for building on what works? How will I
read the results to get confirmation of what exactly that is?
4. How will I stop myself from belittling certain comments, which I find petty and out
of sync with the strategic challenges we have to face? If there were value in these
comments, what would it be? Is there anything we specifically can and need to look
at? Are these general grievances, or are they particular issues which are unique to our
team, as it is right now, that can be addressed immediately?
5. How will I set myself realistic goals? It will be nigh on impossible to get 5 out of 5 on
everything… but that said, it‘s the standard to aspire to, clearly. Or is it?
HELP ME PLAN
FOR A
CONSTRUCTIVE
EXCHANGE!
Chapter 3.7 Debriefing surveys in an engaging fashion
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Leadership Field Guide
All of these issues are perfectly understandable and okay. You’re human. Whilst we all
intellectually buy into the usefulness of negative feedback, at some level we do hope
that others acknowledge and appreciate just what we’re trying to do and how much we
invest, especially given the context. Or, at least not criticise us quite so harshly… at least
not in writing, for everyone to see…
A three-step approach to debriefing surveys in an engaging fashion
Allow us to take you through a tried and tested three-step approach to ensure a construc-
tive discussion right now and even more honest and helpful feedback next time round:
STEP 1: Focused and balanced self-reflection – how can you analyse the data
in the most useful way?
STEP 2: Planning – how can you ensure an open, honest and constructive dialogue?
This is the step we immediately jumped to with Peter.
STEP 3: The team debrief – what can this look like in terms of a structure?
STEP 1: FOCUSED AND BALANCED SELF-REFLECTION
10 SELF-COACHING QUESTIONS
... as you initially analyse the meaning of the feedback for yourself
1. Strengths: What does the feedback tell me about my strengths?
2. Expected: What fits into the regular pattern of positive feedback?
3. New: What is new and a pleasant surprise?
4. Positive take away: What’s your key take away from the positive comments?
5. Development areas: What are the areas in which people feel
I don’t yet make the grade?
6. Expected: What fits into the regular pattern of criticisms?
7. New: What is new and tough to accept?
8. Oops: What do you never want to read again?
9. Negative take away: What’s your key take away from the negative comments?
10. Insight: How has all of this enhanced your insight into the kind of leader
you are perceived as? How is this different to the leader you want to be?
Okay, that’s you hopefully starting out in a constructive place. Now let’s focus on how you
best engage others (and with others!) in a follow-up discussion.
STEP 2: PLANNING FOR AN OPEN, HONEST
AND CONSTRUCTIVE DIALOGUE
How can you facilitate a dialogue that is recognised as a vital step towards the creation
of an environment that allows everyone to do their best work?
To get there, you need to make one fundamental switch – from focusing on what this
means about YOU to focusing on what they are telling you about the best conditions for
THEM to succeed – because that’s what you ultimately need to create, for and with them.
10 SELF-COACHING QUESTIONS
... as you plan your conversation with the team
1. Who do you need to involve – and how: For certain surveys, it’s most useful to
involve more or less people than those who provided input. 360° feedback for
example is best followed up individually with your boss and peers. When it comes
to debriefing the comments of your team, it’s best to have everybody in the same
room.
2. Success in their eyes: If you were them: what three specific things would make this
a really useful follow-up for you (e.g. I feel respectfully listened to; concrete, mea-
ningful actions are agreed and taken)
3. Success in your eyes: which three indicators will you use to assess if the follow-up
has been time well spent?
4. Assets: when you think about your team and how they behave in group discussions:
what makes you hopeful that this success can be achieved? How can you build on
that?
5. Liabilities: when you think about your team and how they behave in group
discussions: what might get in the way of success? How can you mitigate that?
6. Know thyself – and prepare: what are your own hot buttons (e.g. unspecific, badly
backed-up examples; people who love to moan but are reluctant to suggest so-
lutions; people holding back in the face-to-face follow-up who were happy to let
rip on paper). How can you credibly suspend judgement when those buttons are
pushed?
7. Clear ground rules: what ground rules do you need to introduce to make it ‘safe’ for
everybody to speak their mind? How can you credibly be a role model for them?
8. Your guiding belief: if you remember only one thing as you facilitate the session,
what is it? (e.g. curiosity opens up – judgement closes down)
9. Setting the tone: how can your invitation for the follow-up pave the way
to success? What does it need to say about the purpose?
10. Getting it right from the start: how do you need to ‘be’ at the start of the meeting
to signal what kind of exchange you want? What do you need to do or say?
Chapter 3.7 Debriefing surveys in an engaging fashion
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Leadership Field Guide
STEP 3: THE TEAM DEBRIEF – A GENERIC STRUCTURE
FOR YOUR FOLLOW-UP
:: Start by thanking people for the feedback they have already provided and frame the
purpose of this discussion as jointly determining the best follow-up actions.
:: Provide an executive summary of the key findings without attributable quotes (never
put the actual data in front of others, if this has not been expressly agreed in the set-
up).
:: Get people to reflect on the following questions (if possible, group them in threes or
fours)
– To what degree is this overview a fair description of what you perceive to be going
on – on a scale of 1 – 10, with 1 meaning ‘not at all’ and 10 ‘absolutely’
– If your score is less than 8: what would you like to add?
– Considering the overall picture: what in particular stands out for you – positively or
negatively?
– If you compare what you see with how you believe things would need to be for you
personally to deliver your best performance, what are the 2 – 3 key issues we need
to address – and how do you suggest we do this (please note: this includes things
that you feel are working well and that you’d like to see more of).
:: Provide enough time to consider and answer the questions in small groups if you
meet face to face. If it’s a virtual debrief, encourage individuals to make a couple of
notes.
:: As the groups/individuals present their suggested actions to you and each other,
beware of judging as you listen; you can add your ideas, but if you are, or even seem
to be in any way dismissive of theirs they won’t feel free to express their views and it
turns into a pointless exercise.
:: Ask the team as a whole to agree which max. 5 actions will be selected (e.g. by giving
each team member three “votes” and select those that get top scores overall).
:: Challenge the team to consider, what might get in the way of these 5 actions being
successfully implemented. What can they – individually and collectively – do, to ensu-
re that these hurdles are either overcome or don’t emerge in the first place?
:: Agree a future date for all to review the effect that the selected 5 actions had – frame
this as a stop-check in a joint learning and development process
TOP TIPS
:: Don’t go through the motions. Your and your team’s time is too precious.
Consider what the survey would need to deliver if it were to become instrumental
in elevating your own and your team’s performance. And then ask the questions
the survey doesn’t/can’t ask, but that really matter. Hearing the answers face-to-face
will allow you to probe deeper and understand what is behind certain perceptions.
:: Aim to get away from an open big group discussion as often as you can. Small groups
are a tried and tested way of hearing from the less extroverted team members and
anybody who might keep their head down for any other reasons.
:: Ensure that you have a long list of ideas (keep it for future reference!) but a very
short list of real actions. Make sure that they are the ones that matter. If you sign off
a whooping big list, everybody will be disappointed by it not being completely
followed through.
:: Above all: trust your people. Nobody expects that all ideas put forward will be adop-
ted. What matters is that they are heard, understood and that the criteria for deciding
what to do next are transparent and make sense to everybody.
:: Do away with pre-conceived notions of how team events ‘have’ to happen. If you are
used to team away days – great. Only: it doesn’t have to be this way.
If two separate hours of virtual discussion is all you will get, focus on what people
need to say and what you need to hear. Give them guiding questions to think about,
which they can answer ‘live’. If you have to split the exchange in two, make the most
of it. Focus the first part on analysis and the second on ideas. This allows for reflection
and ideas generation in between the sessions ( a great way to get the most ideas out
of your introverts, too )
Chapter 3.7 Debriefing surveys in an engaging fashion