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Medium 9781599964805

159—Defining Your Role

TRC Interactive HRD Press, Inc. PDF





159 – Defining Your Role


Purpose/Objectives: This exercise enables employees and superiors to compare expectations about the content of a job and the relative importance each places on the individual assignments. First, the employee writes a list of the job responsibilities, lists them by importance, and places a personal and organizational value on the more important items. The superior is then asked to review the first list, make any necessary changes, and rank the items as he or she sees their importance. After comparing them, clarification dramatically improves both productivity and job satisfaction. In addition, the employee can now better negotiate for those items that will meet his or her own needs and those of the organization.

Type: Application

Time Required: 60 minutes

Group Size: Unlimited

Use this Session Builder as: • An action plan to put into practice principles of role clarity and assertiveness.

• A pre-session assignment to lead into a discussion of

the key principles of assertiveness and role responsibilities.

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151—Less Is More

TRC Interactive HRD Press, Inc. PDF


• Make copies of the Instruction Sheet, the Exercise Sheet, and the Answer Sheet

for each participant. Gather or assemble them to simplify distribution, but don’t staple them (participants will want to view two or more at the same time). The Answer Sheet is optional; participants may use lined tablet paper instead.

• Make copies of the Suggested Revision Sheet for each participant, if you choose

to use it in the exercise.

• Provide pencils and paper for each participant.

• Have a whiteboard or flipchart and markers available to use during the

discussion process.

• Collect three or four samples of documents used in your organization. You may

want to ask participants to bring some with them or you may want to choose the samples yourself. Each piece of writing should be at least two paragraphs long and cover more than one-half of an 8½" x 11" sheet of paper. Be sure to delete any references that identify the original author. If you like, make extra copies of the Answer Sheet so that participants can make and analyze their revisions of these job-related samples.

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129—Sensitivity to Others

TRC Interactive HRD Press, Inc. PDF


• Make copies of the Role Play/Case Study for each participant.

• Provide pencils for participants.

• Arrange space in the room for a role play.


• Introduce the exercise by paraphrasing the following information:

Building and supporting a motivational climate through recognition and rewards can come both from what managers do and how they do it. It’s not something you can schedule or take care of every once in a while. It must be a continuous, ongoing process based on your sensitivity to the needs of your employees and the many opportunities you’ll get to meet those needs.

While many organizations have formal systems for recognition and appraisal, the sum of all the little things a manager does or fails to do every day is much more significant. There will be many opportunities, but they come quietly and without warning—buried in the flow of everyday activity. That’s why it’s so important for you to understand how recognition and rewards motivate people.

You should be alert to your opportunities and use them.

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149—Can I take Friday off?

TRC Interactive HRD Press, Inc. PDF


• Make copies of the case study “Can I Take Friday Off?” for each participant.

• Provide paper and pencils for individual answers.

• Have a whiteboard or flipchart and markers available for groups to use when

summarizing their answers.

• The room should be flexible enough to allow for small group discussions to occur

at the same time with minimal disruption.


• Divide the total group into three to six smaller teams that are roughly equal in

size. Distribute a copy of the case study to each team member.

• Ask participants to read the case study and individually answer the questions.

As they complete their answers, they can compare and discuss their responses with their team members.

• Allow about 20 minutes for participants to complete the case study and partici-

pate in team discussion.

• After the allotted time, ask each team to choose one person to summarize the

team’s discussion on the whiteboard or flipchart. This will allow everyone to see and compare different approaches to the problem.

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137—Fogging the Message

TRC Interactive HRD Press, Inc. PDF


• No handouts are required for this exercise.

• Provide pencils and paper for participants.


• Begin this exercise in one of two ways. You can have a short lecture on

communication that stresses the importance of using clear and effective communication that is free of the many barriers of semantics, jargon, perception, preconditioning, emotions, mental set, etc. Then introduce the exercise. Participants will then experience for themselves exactly how difficult effective communication can be when acronyms are overused.

• The second alternative is to begin the exercise by reversing the order given

above. First have the participants write paragraphs filled with as many acronyms as they can; then lead into the discussion. Either way provides the necessary striking points for the group to dramatically understand how important clear and effective communication is to the receiver.

• Divide the group into six or eight equal teams, depending on the size of the

total group.

• Read or paraphrase the following:

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