This document outlines the agenda and sessions for a two-day workplace harassment training. The training covers defining harassment, creating harassment policies, investigating complaints, mediation, and role playing scenarios. Key topics include sexual harassment, preventing harassment, addressing complaints, and returning to normal operations after an incident. The goal is to help participants understand their roles and responsibilities regarding harassment issues.
Roommate Confrontation and Mediation at UEKaitlynLuczak
This document provides guidance for resident assistants on addressing roommate conflicts and mediating disputes between roommates. It outlines steps for initial contact with a resident reporting an issue, coaching them to talk to their roommate, and potentially mediating between the roommates. If mediation is needed, the format is described, including taking turns speaking without interruption and developing an agreement. The mediator's role of remaining neutral and facilitating an agreement is also outlined. Tips are provided for confronting residents about inappropriate behavior.
The document outlines the key learning objectives of a course on dealing with difficult people. Participants will learn to recognize behavioral traits, determine appropriate actions, confront people when needed, apply preventative strategies, explain what conflict is, and use resolution techniques. It discusses different types of difficult behaviors and personalities, including hostile, aggressive, complainers, quiet, super agreeable, negative, and know-it-alls. The document provides strategies for dealing with difficult people by focusing on changing one's own approach rather than trying to change the other person or situation.
Roommate Confrontation and Mediation at UEKaitlynLuczak
This document provides guidance for resident assistants on addressing roommate conflicts and mediating disputes between roommates. It outlines the steps to take when initially meeting with a resident about a roommate issue, such as listening without judgment, advising the resident to talk to their roommate, and roleplaying a conversation. If the conflict continues, the document recommends mediation with both roommates to discuss the problems and come to an agreement, while maintaining neutrality and ensuring all parties have a chance to speak. The responsibilities of maintaining confidentiality during mediation are also described.
The document discusses assertiveness in the workplace and provides a quiz to assess assertive, passive, and aggressive communication styles. It analyzes the responses and characterizes each style. Passive styles are characterized by inaction while aggressive styles are intrusive and alienating. Assertive styles are balanced, standing up for rights while respecting others. Being assertive means taking responsibility, listening actively, and addressing issues directly through fair and constructive communication. It emphasizes expressing oneself clearly without abusing others.
The document discusses strategies for dealing with ten different types of difficult people: the Tank, the Know-It-All, the Whiner, the Sniper, the Think They Know It All, the Maybe Person, the Grenade, the Yes Person, the Nothing Person, and the No Person. For each type of difficult person, the document provides tips on how to communicate effectively with them and turn potential conflicts into cooperation. The conclusion states that while we can't change difficult people, we can communicate with them in a way that influences them to change their own behavior for the better.
The document discusses different types of difficult people and strategies for dealing with them. It identifies bullies, dozers, firehoses, stallers, silent types, indecisives, snipers, control freaks, and super-agreeables as common difficult personalities. Some tips for dealing with these personalities include preparing yourself, focusing on solutions, not allowing interruptions, taking action independently, surfacing concerns, and building trust. The overall message is on maintaining composure, focusing on the issues not the person, and using communication skills effectively when handling conflict with difficult individuals.
Roommate Confrontation and Mediation at UEKaitlynLuczak
This document provides guidance for resident assistants on addressing roommate conflicts and mediating disputes between roommates. It outlines steps for initial contact with a resident reporting an issue, coaching them to talk to their roommate, and potentially mediating between the roommates. If mediation is needed, the format is described, including taking turns speaking without interruption and developing an agreement. The mediator's role of remaining neutral and facilitating an agreement is also outlined. Tips are provided for confronting residents about inappropriate behavior.
The document outlines the key learning objectives of a course on dealing with difficult people. Participants will learn to recognize behavioral traits, determine appropriate actions, confront people when needed, apply preventative strategies, explain what conflict is, and use resolution techniques. It discusses different types of difficult behaviors and personalities, including hostile, aggressive, complainers, quiet, super agreeable, negative, and know-it-alls. The document provides strategies for dealing with difficult people by focusing on changing one's own approach rather than trying to change the other person or situation.
Roommate Confrontation and Mediation at UEKaitlynLuczak
This document provides guidance for resident assistants on addressing roommate conflicts and mediating disputes between roommates. It outlines the steps to take when initially meeting with a resident about a roommate issue, such as listening without judgment, advising the resident to talk to their roommate, and roleplaying a conversation. If the conflict continues, the document recommends mediation with both roommates to discuss the problems and come to an agreement, while maintaining neutrality and ensuring all parties have a chance to speak. The responsibilities of maintaining confidentiality during mediation are also described.
The document discusses assertiveness in the workplace and provides a quiz to assess assertive, passive, and aggressive communication styles. It analyzes the responses and characterizes each style. Passive styles are characterized by inaction while aggressive styles are intrusive and alienating. Assertive styles are balanced, standing up for rights while respecting others. Being assertive means taking responsibility, listening actively, and addressing issues directly through fair and constructive communication. It emphasizes expressing oneself clearly without abusing others.
The document discusses strategies for dealing with ten different types of difficult people: the Tank, the Know-It-All, the Whiner, the Sniper, the Think They Know It All, the Maybe Person, the Grenade, the Yes Person, the Nothing Person, and the No Person. For each type of difficult person, the document provides tips on how to communicate effectively with them and turn potential conflicts into cooperation. The conclusion states that while we can't change difficult people, we can communicate with them in a way that influences them to change their own behavior for the better.
The document discusses different types of difficult people and strategies for dealing with them. It identifies bullies, dozers, firehoses, stallers, silent types, indecisives, snipers, control freaks, and super-agreeables as common difficult personalities. Some tips for dealing with these personalities include preparing yourself, focusing on solutions, not allowing interruptions, taking action independently, surfacing concerns, and building trust. The overall message is on maintaining composure, focusing on the issues not the person, and using communication skills effectively when handling conflict with difficult individuals.
This document discusses different types of difficult people and how to deal with them. It identifies aggressive people who try to control situations, argumentative people who discredit others' views, blowhards who don't know what they're talking about but act like experts, indecisive people who overanalyze and never commit to decisions, pessimists who bring down morale, chronic complainers who provide little useful information, and more. It concludes by noting that difficult people are everywhere, and the best way to handle them is through effective communication skills. Mastering how to communicate with unreasonable people can lead to less stress, stronger relationships, and greater leadership abilities.
This document provides guidance on how to handle difficult people. It begins by describing common traits and behaviors of difficult people, such as being pushy, hostile, or complaining frequently. It then discusses various strategies for coping with difficult interactions, such as remaining calm, removing yourself from the situation, or changing your attitude. The bulk of the document categorizes and profiles eight common types of difficult people, like "steamrollers" and "know-it-alls," and recommends behaviors to use with each type, such as standing up to steamrollers while asking open-ended questions of "clams." General tips are offered like using "I" statements and listening actively. The document concludes by providing steps to develop an action plan for dealing with
This document provides guidance on dealing with difficult personalities. It identifies common difficult personality types like bullies, ego-centered individuals, passive-aggressive people, and loners. For each type, it describes their behaviors and recommends leadership strategies. These include maintaining control, appealing to egos, focusing on tasks, encouraging positive change, and getting neutral help if needed. As a last resort, leaders may need to take punitive action, but should always document situations carefully and lead by example. The overall message is for leaders to understand different personalities and bring out the best in their people.
This document provides strategies for dealing with 10 different types of difficult people: The Tank, The Know It All, The Whiner, The Sniper, The Think They Know It All, The Maybe Person, The Grenade, The Yes Person, The Nothing Person, and The No Person. It describes the behaviors of each type and gives recommendations such as listening, acknowledging concerns, avoiding defensiveness, and focusing on problem solving to better communicate and work with difficult personalities. The overall message is that by understanding different intents and adapting one's approach, it is possible to interact with challenging people in a way that leads to more cooperation.
Dealing With Difficult People Leadership DayWilliam Chaney
The document provides guidance on handling difficult people by keeping calm and maintaining a healthy attitude. It discusses challenging behaviors like blaming, manipulating, and complaining. The biblical model for conflict involves privately addressing issues before escalating to others. Managing emotions, understanding communication styles, and using conflict management strategies can help deal with difficult situations.
The document discusses assertive behavior and provides tips for being more assertive. It defines assertive behavior as acting in one's own best interest without undue anxiety while respecting others. It notes that assertiveness reduces stress, improves decision making, and helps handle difficult people. Some assertiveness techniques discussed include using "I" statements, maintaining eye contact, speaking confidently, listening actively, and saying "no" directly but briefly. Fogging and inquiry techniques are also presented to respond to criticism assertively without being aggressive.
Dealing with Difficult People and Situations in the WorkplaceBernadette Boas
Bernadette Boas is a 25-year corporate executive and consultant who provides training on managing difficult people and situations through her company Ball of Fire, Inc. The training document outlines tips for having difficult conversations, including addressing issues early, listening carefully, and establishing solutions. It encourages participants to reflect on how they handled past difficult conversations and to implement tips from the training. The document advertises Bernadette's books, radio show, webinars and other programs to help people develop skills for confronting conflict confidently rather than with aggression.
Need to take control of a sales pitch, meeting, focus group or training session but can't call people out on their bad behaviour? Here are five fun strategies that sort out the texting, nodding off, chatting or endless questions without the stress!
The document discusses assertiveness and how to communicate effectively. It defines assertiveness as having the courage to express one's thoughts, feelings, and needs honestly. An assertive person is direct but also understands other perspectives. In contrast, aggressive people ignore others' views and passive-aggressive people manipulate covertly. The document provides tips for assertive behaviors, such as making requests using clear descriptions and expressions of feelings rather than accusations.
Do you find yourself avoiding certain people? Or celebrating when that certain person calls in sick? This session will teach you some strategies on how to deal with difficult people instead of avoiding them. Presenter: DeAnne Heersche
This document provides guidance on how to prepare for and conduct oneself during a job interview. It discusses the importance of being confident and researching the company beforehand. It recommends practicing common interview questions, like telling about your background and experiences in an "elevator speech." During the interview, nonverbal communication like firm handshakes and eye contact are emphasized. The document outlines the typical structure of an interview and offers tips for each stage, from initial greetings to asking questions and following up afterwards. Overall, it stresses coming prepared with examples to highlight one's qualifications and being polite, positive, and engaged throughout the process.
This document discusses strategies for dealing with difficult library patrons. It begins by defining difficult patrons as those who complain, are dissatisfied with service, or feel they need to yell to be heard. It then examines different patron personalities and types of difficult patrons. The document outlines what patrons want from customer service and provides tips for communicating effectively with difficult patrons, such as focusing on solutions, sticking with challenges, and giving patrons a way to save face. It emphasizes preparing for difficult situations through policies, communication skills training, and staying responsive rather than reactionary.
The document discusses strategies for dealing with difficult people. It identifies different types of difficult personalities, including aggressors like "The Tank" and passives like "The Whiner." Effective communication is key, such as being aware of body language and generational differences. The document recommends maintaining confidence, having realistic expectations, not trying to change the difficult person, refusing to play their games, and creating a strategy for dealing with them. Specific techniques are outlined, like pacing, backtracking, clarifying intent, and agreeing to disagree. Scenarios provide examples of difficult situations and strategies to address them.
This document discusses why people sometimes put others down for positive behaviors. It explains that when someone does better than others, it can make others uncomfortable, so they put that person down instead of encouraging them. Negative behaviors are quicker at relieving negative emotions than positive ones. The document advises focusing on positive outcomes from positive behaviors and avoiding those who criticize good actions. It concludes that true acceptance comes from maintaining positive behaviors long-term.
The document discusses how to deal with difficult people by following four steps: understanding yourself, managing yourself, understanding the other person, and doing something to change the relationship. It defines types of difficult people and common beliefs they may hold. Some tips for influencing others include starting with compliments, praising progress, and letting the other person save face. Interviews can help understand someone's values to predict their behavior and find approaches to respect them. Having an action plan that anticipates reactions is also advised for dealing with difficult individuals.
This document discusses different types of difficult people at work and strategies for dealing with them. It identifies cranky, aggressive, subtle snipers, complainers, and silent people as types of difficult individuals. For each type, it provides tips, such as determining the real message from a cranky person, standing up confidently to aggressors, questioning subtle snipers, responding with optimism to complainers, and not filling silence for silent people. Overall, it advises not making excuses for difficult behavior, not trying to beat them at their own game, and continuing to practice effective responses.
This document introduces skills for effective positive confrontation. It discusses identifying one's confronting style, exploring polite and powerful behavior, and using the WAC technique of stating what's bothering you, what you want the person to change, and checking in with them. Additional tips include preparing for defensive responses, practicing confrontation skills, establishing rapport, and following proper techno-etiquette. The overall goal is to enjoy the benefits of positive confrontation by treating others politely and powerfully.
How to Express Yourself In meetings With Confidence (7 Easy Ways To Speak And...AssertiveWay
Do you find it challenging to speak up in meetings (both in person and virtual)?
Do you find it hard to express your opinions, views, and ideas?
Have you ever gone into and come out of a working meeting completely silent?
Consider these 7 meeting tips.
#speakwithconfidence #speakingtips #overcomefear #introverts #introvertstruggles #introvertproblems #shareyourexperience
This document discusses sexual harassment in the workplace. It defines sexual harassment according to the Supreme Court as unwelcome sexually determined behavior such as physical contact, demands for sexual favors, sexually colored remarks, and showing pornography. It lists the negative effects of sexual harassment on employee morale, productivity, staff turnover, and a company's reputation and growth. It then discusses approaches to addressing sexual harassment, including clear communication, a "zero tolerance" policy, surveys, and seminars to build awareness of laws. The purpose is to research awareness and attitudes towards workplace sexual harassment through questionnaires, interviews, and seminars in order to promote mutual respect, diversity, and open communication to create change.
Organic Communication - De-Escalating ConflictLee K. Broekman
Discover motives in and building blocks of conflict. What is the cost of conflict. How to have constructive conversations about conflict. Explore types of triggers. Models to overcome.
This document discusses different types of difficult people and how to deal with them. It identifies aggressive people who try to control situations, argumentative people who discredit others' views, blowhards who don't know what they're talking about but act like experts, indecisive people who overanalyze and never commit to decisions, pessimists who bring down morale, chronic complainers who provide little useful information, and more. It concludes by noting that difficult people are everywhere, and the best way to handle them is through effective communication skills. Mastering how to communicate with unreasonable people can lead to less stress, stronger relationships, and greater leadership abilities.
This document provides guidance on how to handle difficult people. It begins by describing common traits and behaviors of difficult people, such as being pushy, hostile, or complaining frequently. It then discusses various strategies for coping with difficult interactions, such as remaining calm, removing yourself from the situation, or changing your attitude. The bulk of the document categorizes and profiles eight common types of difficult people, like "steamrollers" and "know-it-alls," and recommends behaviors to use with each type, such as standing up to steamrollers while asking open-ended questions of "clams." General tips are offered like using "I" statements and listening actively. The document concludes by providing steps to develop an action plan for dealing with
This document provides guidance on dealing with difficult personalities. It identifies common difficult personality types like bullies, ego-centered individuals, passive-aggressive people, and loners. For each type, it describes their behaviors and recommends leadership strategies. These include maintaining control, appealing to egos, focusing on tasks, encouraging positive change, and getting neutral help if needed. As a last resort, leaders may need to take punitive action, but should always document situations carefully and lead by example. The overall message is for leaders to understand different personalities and bring out the best in their people.
This document provides strategies for dealing with 10 different types of difficult people: The Tank, The Know It All, The Whiner, The Sniper, The Think They Know It All, The Maybe Person, The Grenade, The Yes Person, The Nothing Person, and The No Person. It describes the behaviors of each type and gives recommendations such as listening, acknowledging concerns, avoiding defensiveness, and focusing on problem solving to better communicate and work with difficult personalities. The overall message is that by understanding different intents and adapting one's approach, it is possible to interact with challenging people in a way that leads to more cooperation.
Dealing With Difficult People Leadership DayWilliam Chaney
The document provides guidance on handling difficult people by keeping calm and maintaining a healthy attitude. It discusses challenging behaviors like blaming, manipulating, and complaining. The biblical model for conflict involves privately addressing issues before escalating to others. Managing emotions, understanding communication styles, and using conflict management strategies can help deal with difficult situations.
The document discusses assertive behavior and provides tips for being more assertive. It defines assertive behavior as acting in one's own best interest without undue anxiety while respecting others. It notes that assertiveness reduces stress, improves decision making, and helps handle difficult people. Some assertiveness techniques discussed include using "I" statements, maintaining eye contact, speaking confidently, listening actively, and saying "no" directly but briefly. Fogging and inquiry techniques are also presented to respond to criticism assertively without being aggressive.
Dealing with Difficult People and Situations in the WorkplaceBernadette Boas
Bernadette Boas is a 25-year corporate executive and consultant who provides training on managing difficult people and situations through her company Ball of Fire, Inc. The training document outlines tips for having difficult conversations, including addressing issues early, listening carefully, and establishing solutions. It encourages participants to reflect on how they handled past difficult conversations and to implement tips from the training. The document advertises Bernadette's books, radio show, webinars and other programs to help people develop skills for confronting conflict confidently rather than with aggression.
Need to take control of a sales pitch, meeting, focus group or training session but can't call people out on their bad behaviour? Here are five fun strategies that sort out the texting, nodding off, chatting or endless questions without the stress!
The document discusses assertiveness and how to communicate effectively. It defines assertiveness as having the courage to express one's thoughts, feelings, and needs honestly. An assertive person is direct but also understands other perspectives. In contrast, aggressive people ignore others' views and passive-aggressive people manipulate covertly. The document provides tips for assertive behaviors, such as making requests using clear descriptions and expressions of feelings rather than accusations.
Do you find yourself avoiding certain people? Or celebrating when that certain person calls in sick? This session will teach you some strategies on how to deal with difficult people instead of avoiding them. Presenter: DeAnne Heersche
This document provides guidance on how to prepare for and conduct oneself during a job interview. It discusses the importance of being confident and researching the company beforehand. It recommends practicing common interview questions, like telling about your background and experiences in an "elevator speech." During the interview, nonverbal communication like firm handshakes and eye contact are emphasized. The document outlines the typical structure of an interview and offers tips for each stage, from initial greetings to asking questions and following up afterwards. Overall, it stresses coming prepared with examples to highlight one's qualifications and being polite, positive, and engaged throughout the process.
This document discusses strategies for dealing with difficult library patrons. It begins by defining difficult patrons as those who complain, are dissatisfied with service, or feel they need to yell to be heard. It then examines different patron personalities and types of difficult patrons. The document outlines what patrons want from customer service and provides tips for communicating effectively with difficult patrons, such as focusing on solutions, sticking with challenges, and giving patrons a way to save face. It emphasizes preparing for difficult situations through policies, communication skills training, and staying responsive rather than reactionary.
The document discusses strategies for dealing with difficult people. It identifies different types of difficult personalities, including aggressors like "The Tank" and passives like "The Whiner." Effective communication is key, such as being aware of body language and generational differences. The document recommends maintaining confidence, having realistic expectations, not trying to change the difficult person, refusing to play their games, and creating a strategy for dealing with them. Specific techniques are outlined, like pacing, backtracking, clarifying intent, and agreeing to disagree. Scenarios provide examples of difficult situations and strategies to address them.
This document discusses why people sometimes put others down for positive behaviors. It explains that when someone does better than others, it can make others uncomfortable, so they put that person down instead of encouraging them. Negative behaviors are quicker at relieving negative emotions than positive ones. The document advises focusing on positive outcomes from positive behaviors and avoiding those who criticize good actions. It concludes that true acceptance comes from maintaining positive behaviors long-term.
The document discusses how to deal with difficult people by following four steps: understanding yourself, managing yourself, understanding the other person, and doing something to change the relationship. It defines types of difficult people and common beliefs they may hold. Some tips for influencing others include starting with compliments, praising progress, and letting the other person save face. Interviews can help understand someone's values to predict their behavior and find approaches to respect them. Having an action plan that anticipates reactions is also advised for dealing with difficult individuals.
This document discusses different types of difficult people at work and strategies for dealing with them. It identifies cranky, aggressive, subtle snipers, complainers, and silent people as types of difficult individuals. For each type, it provides tips, such as determining the real message from a cranky person, standing up confidently to aggressors, questioning subtle snipers, responding with optimism to complainers, and not filling silence for silent people. Overall, it advises not making excuses for difficult behavior, not trying to beat them at their own game, and continuing to practice effective responses.
This document introduces skills for effective positive confrontation. It discusses identifying one's confronting style, exploring polite and powerful behavior, and using the WAC technique of stating what's bothering you, what you want the person to change, and checking in with them. Additional tips include preparing for defensive responses, practicing confrontation skills, establishing rapport, and following proper techno-etiquette. The overall goal is to enjoy the benefits of positive confrontation by treating others politely and powerfully.
How to Express Yourself In meetings With Confidence (7 Easy Ways To Speak And...AssertiveWay
Do you find it challenging to speak up in meetings (both in person and virtual)?
Do you find it hard to express your opinions, views, and ideas?
Have you ever gone into and come out of a working meeting completely silent?
Consider these 7 meeting tips.
#speakwithconfidence #speakingtips #overcomefear #introverts #introvertstruggles #introvertproblems #shareyourexperience
This document discusses sexual harassment in the workplace. It defines sexual harassment according to the Supreme Court as unwelcome sexually determined behavior such as physical contact, demands for sexual favors, sexually colored remarks, and showing pornography. It lists the negative effects of sexual harassment on employee morale, productivity, staff turnover, and a company's reputation and growth. It then discusses approaches to addressing sexual harassment, including clear communication, a "zero tolerance" policy, surveys, and seminars to build awareness of laws. The purpose is to research awareness and attitudes towards workplace sexual harassment through questionnaires, interviews, and seminars in order to promote mutual respect, diversity, and open communication to create change.
Organic Communication - De-Escalating ConflictLee K. Broekman
Discover motives in and building blocks of conflict. What is the cost of conflict. How to have constructive conversations about conflict. Explore types of triggers. Models to overcome.
The Iowa Civil Rights Commission enforces anti-discrimination laws and provides education on civil rights issues. It oversees protections for personal characteristics like race, sex, disability status and more. The document defines harassment, including quid pro quo and hostile environment harassment. Employers are liable for harassment and must take steps to prevent and address issues through clear policies, training, and response procedures. Employees have responsibilities to understand policies and report issues, while maintaining confidentiality and neutrality.
This document defines sexual harassment and outlines steps for preventing and addressing it. Sexual harassment includes unwelcome sexual conduct that affects employment. It may involve demands for sexual favors, jokes, gestures or physical contact. If the harassment creates a hostile work environment or is a factor in an employment decision, it is illegal. The document advises complaining internally per company policy and cooperating with any investigation. Employers should take prompt action, which could include discipline up to discharge, depending on the severity of the conduct. Prevention involves having a clear policy, open communication and treating all people with respect.
I'm asking you to please move to the designated waiting area.
Customer: No way, I'm not moving.
1. Acknowledge their perspective: I understand you may not want to move, but...
2. Provide a reason: moving to the waiting area will help me assist you better.
3. Offer reassurance: I'm not trying to inconvenience you, I just need you to move so I can help you.
4. Ask again politely: Please, will you move to the waiting area with me? It will really help.
Customer: Fine, let's go.
Assignement 9 controversial topic with media ,module powerpoint presentation.Vivian Afocha
This training module defines sexual harassment and outlines how to prevent and address it. Sexual harassment is unwelcome sexual conduct that creates a hostile work environment. It can take the form of quid pro quo (exchanges for favors) or a hostile environment (abusive conduct). The training stresses the importance of reporting harassment, documenting incidents, and having organizations provide anti-harassment training and policies for employees.
Assignement 9 controversial topic with media %2 cmodule powerpoint presentation.raissangunga
This training module defines sexual harassment and outlines how to prevent and address it. Sexual harassment is unwelcome sexual conduct that creates a hostile work environment. It can take the form of quid pro quo (exchanges for favors) or a hostile environment (abusive conduct). The training stresses the importance of reporting harassment, documenting incidents, and having organizations provide anti-harassment training and policies for employees.
Sexual harassment training for supervisors and managersJudy Magee, J.D.
training for managers and supervisors on sexual harassment. What is it, how to handle. Includes scenarios to practice what was learned in the training class.
Behind the wall keynote a. nelson [2.18.25]aknelson
The workshop agenda covers topics related to interpreting safely and effectively in corrections settings. It includes discussing how to approach the work while aligning with institutional goals, identifying and preventing inmate manipulation, setting strong boundaries, and tips for physical and emotional safety. Participants will practice scenarios and hear from a guest speaker on ADA compliance. The goals are to provide proactive tips for working with corrections staff, skills for identifying manipulation, maintaining strong boundaries with inmates, and applicable safety strategies.
Enhancing clients problem solving skillsAthira5Rajeev
Enhancing client's problem solving skills - ASSERTIVENESS TRAINING,SOCIAL SKILL TRAINING,STRESS MANAGEMENT & ENHANCING CLIENT'S SOCIAL SUPPORT SYSTEM. For MSW sutdents
1. Feedback is essential for helping people and organizations learn and improve. It should be specific, constructive, and focus on observable behaviors rather than making judgments.
2. Giving and receiving feedback is part of any relationship, but it can be difficult due to wanting to be liked or fears of confrontation. Regular positive feedback in addition to constructive feedback builds trust.
3. There are guidelines for effective feedback conversations including preparing by considering your observation and impact, asking permission, keeping it private and focused on behavior. It is also important to confirm understanding and collaborate on solutions.
I sight tim-dimoff_investigating workplace bullying pptCase IQ
In this webinar, Timothy Dimoff will discuss the steps involved in investigating claims of workplace bullying and cyber-bullying. What is considered bullying and how can an investigator or HR practitioner determine whether a behavior is bullying or just plain rudeness?
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 "Applications of Assertiveness".
This document discusses key concepts around effective communication. It covers the importance of messages, both explicit and implicit, and key elements in communication including the speaker, audience, and message. It also discusses different communication tools like listening, speaking, reading and writing. Additionally, it provides tips on how to be a better listener, deal with conflict and criticism, and control anger through techniques like active listening and constructive feedback.
This document provides information about sexual harassment in the workplace. It defines sexual harassment and outlines the three main forms: verbal, physical, and written. Examples of inappropriate behaviors are described for each category. The document emphasizes that Simbisa takes sexual harassment seriously due to its devastating effects. Associates are encouraged to report incidents through proper channels, and confidentiality of reports is ensured.
This document discusses different types of interviews and rules for conducting interviews. It describes one-on-one interviews, panel interviews, screening interviews, telephone interviews, and other types. Some tips for interviews include doing research, being prepared, dressing professionally, making eye contact, answering questions fully but concisely, and following up after the interview. The goal is to make a positive impression through preparedness, enthusiasm, and showing how you would fit the job requirements.
This training module covers sexual harassment policies for supervisors and managers. It defines sexual harassment and identifies federal laws and court cases related to harassment. It explains the difference between quid pro quo harassment, where employment decisions are tied to sexual favors, and hostile work environment harassment, involving unwanted conduct that interferes with work. The module discusses how harassment affects victims and the legal obligations of supervisors to address complaints, including conducting investigations. It aims to help supervisors recognize, prevent, and respond to harassment in the workplace.
The 7 habits highly effective teens slide presentation for PUC studentChormvirak Moulsem
Stephen R. Covey's book, The 7 Habits of Highly Effective People®, has been a top-seller for the simple reason that it ignores trends and pop psychology for proven principles of fairness, integrity, honesty, and human dignity. Celebrating its fifteenth year of helping people solve personal and professional problems, this special anniversary edition includes a new foreword and afterword written by Covey exploring the question of whether the 7 Habits are still relevant and answering some of the most common questions he has received over the past 15 years.
How to Win Friends & Influence People – Part 3 & 4Asad Ali
We've read and summarized the article by Dale Carnegie related to a phenomenal discussion on how to win over people by influencing one ideas to the masses.
4 Benefits of Partnering with an OnlyFans Agency for Content Creators.pdfonlyfansmanagedau
In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
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2. Agenda: Day One
8:30-8:45 Session One: Introduction and Course Overview
8:45-9:00 Icebreaker: Spinning a Tale
9:00-9:45 Session Two: Defining Harassment
9:45-10:00 Session Three: The Purpose of Training
10:00-10:15 Break
10:15-11:00 Session Four: Sexual Harassment
11:00-11:15 Session Five: Creating a Harassment Policy
11:15-11:45 Session Six: Other Prevention Strategies
11:45-12:00 Morning Wrap-Up
12:00-1:00 Lunch
1:00-1:15 Energizer: Secret Identity
1:15-2:15 Session Seven: Nipping it in the Bud
2:15-2:30 Break
2:30-2:45 Session Eight: Protecting Yourself
2:45-3:15 Session Nine: What if it Happens to Me?
3:15-3:30 Session Ten: What if it’s Happening to Someone Else
3:30-3:45 Session Eleven: Someone has Filed a Complaint Against Me!
3:45-4:00 Session Twelve: Addressing a Complaint
4:00-4:15 Session Thirteen: False Complaints
4:15-4:30 Day One Wrap-Up
3. Session One: Course Overview
• Understand what is/is not acceptable behavior in the workplace
• Understand the benefits of harassment training
• Be able to define the various types of harassment
• Be able to assist in creating a harassment policy
• Know some ways to prevent harassment and understand what
role you can play
• Know some ways to protect yourself from harassment
• Know what to do if you are harassed or accused of harassment
• Understand the complaint process, from the complaint to the
reply, to mediation or investigation, to a solution
• Be able to identify situations where mediation is appropriate,
and understand how mediation works in those situations
• Identify appropriate solutions for a harassment incident
• Know what to do if a complaint is false
• Be able to help your workplace return to normal after a
harassment incident
4. Session Two: What is Harassment?
There are many types of harassment, including:
•Verbal: Where threatening words or phrases are
spoken
•Physical: Where someone is treated in a physically
intimating manner
•Sexual: Where inappropriate sexual advances are
made
•Visual: Where inappropriate material is visible
•Gender: Demeaning behavior to another person
based on that person’s gender
5. Session Two: What is Harassment?
Oxford Dictionary
1.To torment (someone) by subjecting them to
constant interference or intimidation.
2.To make repeated small-scale attacks on (an
enemy) in order to wear down resistance.
What would the reasonable man or reasonable
woman define as unwelcome behavior?
6. Session Three:
The Purpose of Training
• We all need some help with basic skills, especially
since the legal aspect of harassment is changing
constantly.
• Training can help prevent sexual harassment.
• Training increases morale.
• Training can reduce your liability if a complaint is
filed.
• Employees, managers, and those involved in the
complaint resolution process should all receive
different types of training geared towards the role
that they will play.
7. Session Four: Sexual Harassment
In order for behavior to be considered sexual
harassment, it must contain three elements.
1.It is of a sexual nature.
2.It is unwelcome.
3.It has detrimental consequences.
There are two types of sexual harassment.
1.Quid Pro Quo
2.Hostile Environment
8. Session Four: Sexual Harassment
Behavior Categories
1.Sexual teasing, remarks, jokes, or questions
2.Pressure for dates
3.Letters, e-mail, telephone calls, or materials of a
sexual nature
4.Sexual looks or gestures
5.Deliberate touching, leaning over, cornering, or
pinching
6.Pressure for sexual favors
7.Actual/attempted sexual assault or rape
9. Session Four: Sexual Harassment
Questions and Answers
• S/he laughed at my joke. Doesn’t that mean that it
was welcome?
• It happened on a business trip, so it doesn’t count.
• It was just a compliment.
• It only happened once.
• The comments were directed at someone else.
• Sexual harassment is all about sex, and sex didn’t
happen.
• This is the way I’ve grown up; you can’t expect me to
change.
10. Session Five:
Creating a Harassment Policy
Writing the Policy
•The rules
•Specific behaviors, examples, and circumstances
•Safe from reprisal
•The consequences
•A complainant’s rights
11. Session Five:
Creating a Harassment Policy
The Complaint Procedure
•Who is responsible for each stage of the complaint
process?
•Who are the sexual harassment advisors in the
company?
•What information needs to be included in the
complaint?
12. Session Six:
Other Prevention Strategies
Some ways to prevent harassment:
•Training
•Written policy
•Conduct exit interviews
•Conduct surveys
•Assess your results
13. Session Seven: Nipping it in the Bud
• One of the most important prevention strategies is
for managers to carefully monitor their workplace.
• Look at who is interacting with whom.
• Keep an eye on your employees’ mental and
physical well-being and attendance records.
• If you sense that something isn’t right with one of
your employees, ask them about it.
• Keep an ear to the ground.
• As a manager, it’s perfectly within your right to
address situations that could develop into
harassment.
14. Session Seven: Nipping it in the Bud
Role Plays for Pairs
•A team member has a habit of yelling at his/her co-workers.
•A team member often touches his/her co-workers
when speaking.
•The manager is interested in a team member.
•A team member is interested in their manager.
•A team member often wears provocative clothing.
•A team member has a Playboy calendar in his/her
cubicle.
•You think a team member has made a decision
based on gender.
15. Session Seven: Nipping it in the Bud
Role Plays for Trios
•Two people are becoming interested in each other.
The manager needs to address the issue.
•Two team members have broken up but still have to
work together. The manager needs to develop a plan
to address the issue.
•Person A is interested in Person B, but Person B isn’t
interested and has asked their manager to relay the
message.
•Person A is interested in Person B, but Person B isn’t
interested. Person A won’t leave Person B alone, so
Person B has asked their manager to intervene.
16. Session Eight: Protecting Yourself
• Stay professional in the office.
• Identify your fantasies.
• Take care of yourself.
• Learn to recognize what is unwelcome and
inappropriate.
• Have common sense.
• Apologize.
17. Session Nine:
What if it Happens to Me?
Strategies that don’t work:
•Ignore or avoid the harasser
•Try to appease the harasser
•Comply with the aggressor
•Aggression
18. Session Nine:
What if it Happens to Me?
Strategies that do work:
•Give verbal notice
•Give stronger warnings and notice that you will report
the harasser
•Issue written warnings. Keep a record.
•Make an informal harassment inquiry
•Make a formal complaint in the organization
•Make a formal complaint with the government
•Go to court
19. Session Nine:
What if it Happens to Me?
There are three steps to a good NO.
1.Stay calm. Keep your hands at your
sides.
2.Speak firmly but at a normal volume.
3.Say No. If possible, add the behavior
you want them to stop, but do not add
feelings, justification, or padding.
20. Session Ten: What if it’s Happening
to Someone Else?
• If a manager knows or thinks that harassment is
occurring, they are obligated to face it.
• If the harassment has become known to the
manager through gossip or some second hand
means, the manager should speak to the alleged
victim.
• If the manager has some sort of evidence that
harassment may be taking place, then s/he
• should initiate a formal complaint.
• Remember, it is always best to err on the side of
caution. Turning a blind eye to a potential
harassment problem can open your company up to
lawsuits.
21. Session Eleven: Someone has Filed
a Complaint Against Me!
If you are in the situation where someone has filed a
complaint against you, do not panic. There are several
steps that you can take to deal with the situation
appropriately.
•Get a lawyer.
•True or false?
•Do not contact your accuser.
•Use the opportunities given to you.
•Get psychological support.
22. Session Twelve:
Addressing a Complaint
Most harassment lawsuits result from complainants
feeling that their complaint was addressed improperly
or unfairly, so it is important that the complaint be
dealt with appropriately from the very beginning.
•Act quickly.
•Act fairly.
•Set the wheels in motion.
•Thank the complainant.
23. Session Thirteen: False Complaints
• A false complaint is one that is made specifically to
harm the respondent.
• At the investigation stage, the investigator should be
made aware that this is potentially a false claim.
• Then, s/he can perform a preliminary inquiry and
present evidence to the decision maker, so that a
decision can be made whether the complaint
appears legitimate or not.
• It is also recommended that the decision maker
and/or investigator consult a lawyer.
24. Session Thirteen: False Complaints
• You must be very, very careful and very, very sure
when determining that a complaint is false.
• If the complaint is indeed false, roles are reversed.
• The complainant will have the same action against
him/her as if s/he were the harasser.
• The respondent may be entitled to some of the
same compensation as a harassment victim would
be: an apology or even damages.
25. Agenda: Day Two
8:30-8:45 Icebreaker: Common Ground
8:45-10:30 Session Fourteen: Mediation
10:30-10:45 Break
10:45-11:15 Session Fifteen: Investigating a Complaint
11:15-11:30 Session Sixteen: Making the Decision
11:30-11:45 Session Seventeen: Solutions
11:45-12:00 Session Eighteen: After It’s Over
12:00-1:00 Lunch
1:00-1:15 Energizer: Vegetable Garden
1:15-4:15 Session Nineteen: Role Play
4:15-4:30 Workshop Wrap-Up
26. Session Fourteen: Mediation
• What is mediation?
• What are its advantages and
disadvantages?
• When should mediation be used?
• When should mediation not be used?
• Who should be involved?
28. Session Fourteen: Mediation
The Mediation Process
1.Preparation
2.The Meeting
3.Resolution
During the meeting, the various participants
may make notes. These should be destroyed once the
meeting is over, whether or not a resolution is
reached. This is crucial to maintain confidentiality.
29. Session Fifteen:
Investigating a Complaint
When to Investigate
There are several situations when it is acceptable to
choose not to proceed with a full investigation.
•If a complaint is filed years after the events, as
evidence will be very hard to come by and the
respondent will have a difficult time making a defense.
•If a complaint (even if it were true) is not harassment.
•A complaint that has been clearly made to
embarrass, annoy, or cause difficulty for the
respondent.
30. Session Fifteen:
Investigating a Complaint
An investigator should have these qualities:
Competent
Fair-minded
Reputation for integrity
Attention to detail
Capable of documenting facts and preparing reports
Good interviewing skills
Thorough knowledge of harassment issues,
procedures, and laws (specialized training may be
required)
Familiar with organization’s policies and procedures
31. Session Fifteen:
Investigating a Complaint
The Investigation Plan
Background of the case
Positions of the parties
Issues of the case
Evidence that needs to be obtained
People that need to be interviewed
Places that need to be visited
32. Session Fifteen:
Investigating a Complaint
During the investigation, the investigator will:
• Interview witnesses
• Collect documents
• Visit locations
• Anyone who is interviewed during the process has
the right to have someone accompany them during
the interview.
• There will be no consequences for filing a complaint
(as long as the complaint is true) or for being part of
the complaint process.
33. Session Fifteen:
Investigating a Complaint
After the investigation, the investigator will prepare a
report that will:
• Help the decision maker reach a solution
• Provide a description of the nature and significance
of the evidence to help the parties understand the
outcome
• Provide evidence of how the organization handled
the complaint
34. Session Fifteen:
Investigating a Complaint
The decision maker needs to find a
resolution to the complaint and needs to
decide:
•Who should see the investigator’s report?
•What information should be shared?
•Who should share this information with the
parties?
35. Session Sixteen:
Making the Decision
The decision maker should be:
•In a senior position with recognized authority (so that
employees see this decision as one made by the
organization)
•Knowledgeable about harassment issues and policy
within the company
•Demonstrably dedicated to preventing and
eliminating harassment
36. Session Sixteen:
Making the Decision
It is never a bad idea to obtain legal advice when
making a decision about a harassment complaint.
However, you definitely must seek legal counsel if:
•You are considering significant disciplinary action,
such as demotion or termination
•The complaint has been escalated to a government
agency or the police
•Personal safety may be an issue
•A monetary settlement is being contemplated
•Allegations are complex or controversial
38. Session Eighteen: After It’s Over
• Once the harassment complaint has been resolved,
everyone should try to get back to normal life.
• The managers of the complainant and the
respondent should keep an eye on them to make
sure they’re OK.
• The organization needs to decide what information
about the process will be shared with staff.
• A file should be maintained with all documents
related to the complaint.
• If the investigative report concluded that harassment
had taken place, the events need to be reflected in
the respondent’s personnel file, as well as the action
that was taken as a result of the claim.
39. Session Nineteen: Role Play
So far, we have talked about the various things that
happen after harassment occurs. For this afternoon,
we are going to play out that process. It will consist of
four stages:
1.The initial consultation with an advisor
2.The filing of a formal complaint
3.An investigation
4.The decision