Techniques to improve_collaboration_all_in_one
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The document provides guidance on effective communication and conflict resolution techniques, including paraphrasing, using cooperative language, reframing negative statements, and moving discussions to a problem-solving focus. It outlines approaches such as acknowledging other perspectives, removing blame, and identifying underlying needs and common goals.
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The document provides a summary of key concepts and ideas learned each week in a communication toolkit course. Over 8 weeks, the student learned about ethical communication, collaboration, storytelling, framing, word choice, context, group dynamics, and politics. The student noted strengths in sincerity, clarity and openness in communication, as well as areas for growth in continuity and balanced speech. Overall, the student felt the course helped them recognize the value of their personality and interpersonal skills in addition to their technical skills for their goal of becoming an effective communication consultant.
What type of feedback persona are you?
This document introduces feedback personas as a framework to improve giving and receiving feedback. It describes six common personas: the Mother In Law, Perfectionist, Hothead, Friend, Teacher, and Emo. These personas are plotted based on two axes - how much they help others and avoid conflict. The Mother In Law, Perfectionist, and Hothead personas primarily help themselves, while the Friend, Teacher, and Emo personas aim to improve others. Each persona is defined by its characteristics and an example is given of feedback provided in that style. The document suggests using this framework to identify feedback styles and improve skills.
Therapeutic Communication In Nursing.pptx
Therapeutic And Non-Therapeutic communication in Nursing.Verbal communication consists of getting your message across using sounds, words, and languages, while nonverbal communication involves unsaid things like eye movement, body language, and tone.Verbal communication is the words and sounds that come out of our mouths when we're speaking, including tone of voice and things like sighs and groans. Nonverbal communication, on the other hand, is the signs and messages that we communicate using things like body language, gestures, and facial movements.
Therapeutic communication.drjma
Therapeutic communication is an interpersonal interaction between a nurse and client where the nurse focuses on the client's needs to effectively exchange information. The goals of therapeutic communication are to establish a relationship with the client, identify their main concerns, and assess their perceptions in order to facilitate expression of emotions, teach self-care skills, recognize needs, and guide the client towards an action plan. Therapeutic communication techniques used by nurses include active listening, making observations, asking open-ended questions, and providing feedback to understand the client's perspective and address their needs.
Therapeutic communication.drjma
Therapeutic communication is an interpersonal interaction between a nurse and client where the nurse focuses on the client's needs to effectively exchange information. The goals of therapeutic communication are to establish a relationship with the client, identify their main concerns, and assess their perceptions in order to facilitate expression of emotions, teach self-care skills, recognize needs, and guide the client in developing a plan. Therapeutic communication techniques used by nurses include active listening, making observations, asking open-ended questions, and providing feedback to understand the client and address their health issues.
Karen martin on NLP: Jumpstart Junction
Karen gave a presentation for the LLN Community Educator Network (LLNCEN) in September 11, on how to employ Neuro-Linguistic Programming (NLP) techniques in the adult literacy classroom.
GIVING CONSTRUCTIVE FEEDBACKFeedback is an essential eleme.docx
GIVING CONSTRUCTIVE FEEDBACK
Feedback is an essential element for everyone in an organization's workforce. Giving feedback is
a task you perform again and again as a manager or supervisor, letting people know where they
are and where to go next in terms of expectations and goals - yours, their own, and the
organizations.
Feedback is a useful tool for indicating when things are going in the right direction or for
redirecting problem performance. Your objective in giving feedback is to provide guidance by
supplying information in a useful manner, either to support effective behavior, or to guide someone
back on track toward successful performance.
Some situations which require giving constructive feedback include:
• Ongoing performance discussions
• Providing specific performance pointers
• Following up on coaching discussions
• Giving corrective guidance
• Letting someone know the consequences of their behavior
Some clues that constructive feedback is needed are when:
• Someone asks for your opinion about how they are doing
• Unresolved problems persist
• Errors occur again and again
• An employee's performance doesn't meet expectations
• A peer's work habits disturb you
SIX WAYS TO MAKE FEEDBACK CONSTRUCTIVE
Part of being an effective manager or supervisor is knowing what feedback to give. The trick is
learning how to give it constructively so that it has some value. constructive feedback is a tool that
is used to build things up, not break things down. It lets the other person know that you are on
their side.
1. If you can't think of a constructive purpose for giving feedback, don't give it at all.
2. Focus on description rather than judgement.
Describing behavior is a way of reporting what has occurred, while judging behavior is an
evaluation of what has occurred in terms of "right or wrong", or "good or bad". By avoiding
evaluative language, you reduce the need for the individual to respond defensively.
For example: "You demonstrate a high degree of confidence when you answer customer
questions about registration procedures, "rather than, "Your communication skills are good."
3. Focus on observation rather than inference.
Observations refer to what you can see or hear about an individual's behavior, while inferences
refer to the assumptions and interpretations you make from what you see or hear. Focus on what
the person did and your reaction.
For example: "When you gave that student the Financial Aid form, you tossed it across the
counter," rather than describe what you assume to be the person's motivation, "I suppose you
give all forms out that way!"
4. Focus on behavior rather than the person
Refer to what an individual does rather than on what you imagine she or he is. To focus on
behavior, use adverbs, which describe action, rather than adjectives, which describe qualities.
For example: "You talked considerably during the staff meeting, which prevented me from getting
to some of the main points," rather than "You talk too.
InnerSpace / Able Health Communication Workshop
This document discusses effective communication and feedback. It introduces a model called "The Net" which describes three realities of communication: intent, impact, and behavior. It emphasizes focusing feedback on specific, observable behaviors and describing the impact on you rather than making judgments. Examples are provided of giving effective feedback by stating the behavior, your feelings, and your perspective. The benefits of self-disclosure and vulnerability in communication are discussed. Guidelines are provided for giving feedback, including checking in, focusing on goals and intentions, and making requests for change rather than demands. Receiving feedback effectively includes looking for truths and asking questions to feel heard. The document concludes with topics that are appropriate for feedback.
Difficult Conversations
The document provides guidance on how to have difficult yet successful conversations by focusing on understanding different perspectives, acknowledging feelings, and finding cooperative solutions rather than being adversarial. It discusses how assumptions, fear, and secondary gains can make conversations more difficult and provides exercises to practice skills like active listening, reframing issues, and separating people from problems. The overall goal is to have outcomes that move the discussion forward by addressing issues constructively.
Classmate 1Chapter 17 Play TherapyChoose four different pla
Classmate 1:
Chapter 17 Play Therapy
Choose four different play therapy techniques. Describe and discuss how those techniques might be used. Is there one technique that you like above the others?
Problem-Solving- Creating a problem then the counselor teaches the problem-solving tools for the child to create their own solutions. Creating a hypothetical realistic problem that the child may relate to which is targeting toward their goals will promote awareness of feelings and thought process to relate to the problem. When a problem occurs outside therapy then the child will remember that hypothetical problem then uses the tools they learned to take control and create solutions resulting in a healthier state of mind, feelings, and positive behaviors.
Cognitive Restructuring- techniques that will help the client become aware and change their faulty thinking. Once the client realizes that their faulty thinking is causing them to have negative feelings then they will take back their control and change the thought to produce more positive feelings which will result in healthier behaviors. This will lessen self-sabotaging behaviors.
Self-Monitoring- this technique is to help clients become aware, identify, and understand how negative thoughts and feelings trigger physical cues and behavioral responses. The client will start to see a pattern and take responsibility for themselves.
De-catastrophizing- to challenge that “fight or flight” thinking. For clients, when it is always worst-case scenario induced thoughts, it sends them in a panic self-sabotaging state. This technique will challenge those thoughts into a more realistic outlook. As clients become aware that they are “over-reacting” they will become more conscious of their feelings and thoughts leading to positive behaviors. They will start changing their cognitive distorting thoughts from “what if” scenarios that causes negative mental and emotional states to healthier ones.
I personally like the de-catastrophizing better than the others I chose because once that ultimate panic of “fight or flight” is diminished, it makes room for the client to think and feel without being in a heighten state all the time. Making room to learn, become aware, and taking responsibility for the emotions, thoughts, and behaviors will empower the client to fill that space with tools learned in therapy to apply outside that safe space.
Compare and contrast two different types of family play therapy. Include which has the greatest appeal to you and your reasons.
Storytelling- Counselor helps the child tell a story with the fundamentals of having a beginning, middle, and end. Counselor then retells the story with problem solving techniques which will change the end of the story with a positive resolution.
Puppets- Children put their feelings into stories through puppets where they are in charge to re enact it by taking charge to change the plot and outcome. This stimulates communication skills, self-esteem, and confide ...
Nonviolent communication and mediation
Nonviolent communication and mediationInstitut de recherche sur la Résolution Non-violente des Conflits
Slideshows about nonviolence and nonviolent resolution of conflicts, economic alternatives, ecology, social change, spirituality : www.irnc.org , Slideshows in english
Nonviolent communication : role, attitude, process
Mediation : role, steps, attitudeSimilar to Techniques to improve_collaboration_all_in_one (20)
Building better people: How to give real-time feedback that sticks
Building better people: How to give real-time feedback that sticks
GIVING CONSTRUCTIVE FEEDBACKFeedback is an essential eleme.docx
GIVING CONSTRUCTIVE FEEDBACKFeedback is an essential eleme.docx
Classmate 1Chapter 17 Play TherapyChoose four different pla
Classmate 1Chapter 17 Play TherapyChoose four different pla
More from Phil Wylie
Effective Meetings
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Why Culture is Important
What is culture, why is it important, how is it created, how can you shape it and how can you use it to grow your team.
Effective email
This document discusses how people overuse email and the negative impacts of chronic email interruptions. Some key points:
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- The document provides tips for using email more effectively such as only sending emails that are needed, using clear subject lines and structured email bodies, and coaching coworkers on sending fewer but more actionable emails.
Things I’ve learned from bad managers
This document provides advice on what to learn from bad managers. Bad managers do not take time to listen, get to know their employees, or provide feedback. They treat employees like numbers, take credit for work, and blame others for mistakes. Good managers communicate clearly, empower their employees, and lead by coaching rather than controlling. They listen, provide feedback, recognize employees, and view mistakes as learning opportunities. Good managers connect work to a purpose, support growth, and lead by hard work and self-improvement.
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The document discusses how learners need to be prepared and motivated to learn effectively. It notes that few trainers pay enough attention to sparking enthusiasm and positive anticipation before a learning session. It encourages readers to be on time, well-rested, curious, and willing to explore new perspectives when learning. The document emphasizes getting excited about learning and controlling one's attitude, as learning helps make people better and results come from hard work.
Rockstar Experience for Sales Gappers
The document provides demographic information about Gap Adventures travelers. Some key points:
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- 61% of travelers are female and 49% travel to South America.
- The most popular service level is Standard at 59% and the most common trip types are multi-country tours.
Managing Conflict
Conflict arises whenever two parties disagree. There are several options for managing conflict, including collaboration, compromise, accommodation, avoidance, and control. Collaboration is generally the preferred style, where both parties work together for a mutually agreeable solution where everyone "wins." Effective collaboration requires active listening, considering other perspectives without judgment, and maintaining a future focus on actions and solutions that benefit all sides.
Inspiring and motivating teams
A presentation that I gave at conference on the science of leading teams. It contains some theory and practical tips for managers in all industries.
The Art Of Listening
Slidecast on listening, what listening is, why it's important and 10 tips to improve your listening skills.
Fulfillment Worksheet
A tool for managers to use to lead a discussion with their employees around fulfillment. Recommended to use on a regular basis with employees as interests and engagement drivers change over time.
Simplicity and flow
The document discusses how simplicity does not necessarily mean ease, and that simple things can require hard work. It provides examples of simple ways to lose weight, save money, and pass a test by eating less, making a budget, and studying hard respectively. Breaking bad habits requires replacing them with good habits through a mindset change. Getting good at simple things involves eliminating distractions, focusing on one step at a time with full attention, and maintaining a positive outlook. Entering a state of "flow" comes from immersing oneself in an activity one is passionate about that is appropriately challenging, and helps clear the mind of stress and interruptions.
The Power Of Persuasion
This is a training session/knowledge mashup that I put together after watching a stanford breakfast series video on persuasion. Also my first attempt of a slidecast.
Have more breakthrough ideas
The document provides tips for organizations to promote idea generation and implementation among employees. It suggests that frontline staff, not management, are often the source of novel ideas. It advocates focusing on small, easy-to-implement ideas rather than large ones. Key recommendations include not rewarding individual ideas financially and measuring idea quantity/quality rather than results. Managers should promote idea sharing and hold regular idea meetings. The benefits of ideas are difficult to quantify fully, so cost-benefit analysis should be avoided. Instead, organizations should focus on being process-oriented and solving specific problems. Fostering conditions for creativity like self-initiation, unofficial activity, serendipity, diverse stimuli and communication can also increase idea generation.
Meetings
Based on David Allen's 5 reasons to meet...a little diagnostic presentation you can use to frame a change around regularly scheduled meetings that are missing the mark.
Life Lessons
The document provides life lessons from kindergarten and management lessons from a father. Some of the key kindergarten lessons include sharing, playing fair, cleaning up after yourself, and safety in traffic. The father's management lessons emphasize the importance of saying no when needed, leading by example, and protecting others.
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This document discusses how change is inevitable but we can control our attitude towards it. It identifies four typical responses to change - deny, resist/react, explore, and commit. While denying or resisting change tends to involve negative feelings, exploring possibilities and committing to change with focus and cooperation allows one to see opportunities during times of change. The document encourages developing a willingness to learn and accepting that having the right attitude is important for dealing with change.
Learning
The document discusses different views of learning and intelligence. It suggests that the traditional view was that intelligence is fixed, but the new view is that the brain is like a muscle that can grow with practice. It also notes that learning involves forming connections through participation, experimentation, and learning from mistakes. Additionally, it states that the key skills for learning are literacy, embracing change, and learning how to learn, and that applying and sharing knowledge is now more important than just having knowledge.
Feedback
This document discusses the importance of feedback in developing competencies and improving recruitment and development processes. It notes that feedback involves both giving and receiving communication and can reveal blind spots, and that it should be given thoughtfully and voluntarily to help employees choose areas to improve. The document encourages selecting raters and a plan to get feedback, thanking those who provide it, in order to gain a balanced perspective and continue learning and developing skills.