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ACTIVITY 45: Collaboration Kaleidoscope

Peter Garber HRD Press, Inc. PDF


Collaboration Kaleidoscope


To highlight the diversity of perspectives that collaboration provides


This activity provides a model that depicts differing perspectives that people involved in the collaborative process might have concerning a problem or issue being addressed.


45 minutes


Handouts 45.1 and 45.2


1. Introduce this activity by explaining that collaboration can provide differing views or perspectives that come into focus.

2. Explain that it is this sharing of views and perspectives that gives collaboration its greatest potential:

Often, apparent differing views are not so different when better understood by others.

Collaboration can create a kaleidoscope of perspectives to be seen by others.

3. To illustrate this kaleidoscope of perspectives, distribute a copy of Handout 45.1 to each participant. Explain that each circle represents another person’s perception of a problem or issue being addressed by collaboration.

4. Point out that where there is overlap between these perceptions, there can be great potential benefits to the organization. These shared perceptions can result in common goals and objectives that can be channeled toward reaching collaborative objectives.

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ACTIVITY 48: Collaborative Decision Mapping

Peter Garber HRD Press, Inc. PDF


Collaborative Decision Mapping


To illustrate how collaborative decision making is different than conventional decision making


Using basic process mapping tools, participants are instructed to map how decisions are currently made in their organization and how a collaborative decision-making process could be created.


30 minutes


Handouts 48.1 and 48.2

Paper and pencils for each participant


1. Explain that decision mapping is an excellent way to understand and analyze how decisions are made in an organization:

As its name implies, decision mapping is a graphic description of how decisions are made in an organization.

Decision maps provide a graphical record of current and future desired states.

2. Point out that decision maps often unveil inefficiencies or even problems in the decisionmaking process that might not have been known otherwise.

Collaborative decision mapping provides a better understanding of how collaboration can be implemented and used in an organization.

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ACTIVITY 6: Collaborative Influencers

Peter Garber HRD Press, Inc. PDF


Collaborative Influencers


To illustrate how certain influencers can affect a collaborative process


Participants are given a statement to discuss and are asked what influenced the collaborative process and conclusions.


30 minutes


None required


1. Introduce the activity by explaining that even collaborative processes are influenced by certain factors:

These influencers are not necessarily good or bad to the process, but do exist and should be understood.

You need to ensure that the collaborative process truly reflects opinions of everyone involved in the process.

2. Have participants break into groups of five to seven people or similar groupings.

3. To demonstrate the suggestive power of collaboration, ask the groups to discuss the following statements and to come to a consensus concerning their collaborative opinion on this statement:

Decisions should be made at the lowest level possible in an organization.

4. Each group should briefly report on their final decision.

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Strategy #18 Full-Service Selling

Peter Garber HRD Press, Inc. PDF

Strategy #18



Full-Service Selling

1. Know the


6. What’s in a Name?

11. Understand the



16. Creating

Buying Habits

21. Teamwork

2. Build


7. Selling Up,

Down, All


12. Empowering


17. Selling


22. Adapting to Change

3. Honesty is the

Best Policy

8. Contingency


13. Cutting


18. Full-Service


23. Beating the


4. Understand the Customer’s


9. Creating the Need

14. Just-in-Time


19. Global


24. Creative


15. Pull-Through


20. Value-Added


25. Worth the Price

5. Selling the


10. Having the Latest




Sales Strategy



Providing full-service selling is becoming more of a necessity than a luxury in business today. Full service means that you do as much for your customers as you possibly can. Customers are busy running their own business and often value having someone who can take over certain aspects of their responsibilities.

Relationships under these circumstances are less important than actual performance. The more customers learn to depend on you, the less direction they need to give you. In this case—no news can be good news.

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Activity 6. Listening Dilemma

Peter Garber HRD Press, Inc. PDF

6. Listening Dilemma


Interesting facts are presented concerning the rate of words that we are able to hear versus the rate at which we speak and the dilemma this presents.

Time Guideline

20 minutes


To help participants understand why listening is such a big challenge for most people


Handout 6-A


1. Distribute or present Handout 6-A to participants.

2. Explain that listening is a big challenge because you spend so much of your communications time listening—over 45%. If you are not a good listener, you will be a less effective communicator.

3. Explain that the average person speaks at about a rate of 150 words per minute (wpm).

The problem is that we can hear at about a rate of 1,000 wpm. This obviously gives us a lot of extra time.

4. Ask participants what they do with this extra time. It is likely that they will say that they think about other things rather than what the other person is saying.

5. This is a big problem for many people and the reason why they are not good listeners. This creates the listening dilemma.

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