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Supportive Listening:What’s Your Score?

Jonamay Lambert HRD Press, Inc. PDF

Supportive Listening:

What’s Your Score?

PURPOSE OF THE EXERCISE: To help you become more aware of your listening skills, determine where your strengths are, and discover what aspects you might develop more fully.

INTRODUCTION: This exercise provides a quantitative self-assessment analysis to evaluate your listening skills in questionnaire form.

WORKSHEET

Circle the number that most clearly describes your choice.

Listening Competency

Do You…

1. Pay full attention to the speaker’s message instead of what that person looks like?

2. Assume you know what the speaker will say and quickly start thinking of other things?

3. Listen carefully to others whose opinions are different than your own?

4. Make extra effort when you hear an accent?

5. Avoid listening if it will take extra effort to understand?

6. Listen without making judgments?

7. Let your own emotions get in the way?

8. Make the speaker think you’re giving them your full attention, even if you’re thinking about other things?

9. Figure out and acknowledge the feelings that the speaker might be experiencing?

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45 The Effective Team Member:A Consensus Activity

Glenn Parker HRD Press, Inc. PDF

45

PURPOSE:

GROUP SIZE:

TIME:

PHYSICAL

SETTING:

MATERIALS:

PROCESS:

The Effective Team Member:

A Consensus Activity

1.

To learn the characteristics of the effective team member.

2.

To learn the techniques of reaching a consensus decision.

3.

To learn how to observe team dynamics.

A training exercise for a group of up to 20 people.

2 hours

A training room with two sets of chairs arranged in a circle. The result is a circle within a circle.

A copy of Characteristics of an Effective Team Member, Guidelines for

Reaching a Consensus, and Observation Guide for each person.

1.

Divide the group in half. A simple way to do this is to go around the group and have them count off “1, 2, 1, 2…”

2.

Have the “1s” form the inner circle and the “2s” form the outer circle. Each person from the outer circle is teamed up with one person from the inner circle. These teams of two meet briefly to have the inner circle person identify some team member skills he or she wants to improve and wants the outer circle person to observe.

3.

The outer circle people are given the Observation Guide to use as a guide to observing the inner group. Under “other” they should add the skills their partner wants to improve.

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Chapter 2 - 25 Ways to Test for Understanding

Marlene Caroselli HRD Press, Inc. PDF

Chapter 2

25 Ways to Test for Understanding

Chapter Overview

There’s what you think participants learned. There’s what participants think they learned. And then there’s what their bosses or parents think they learned. These are not necessarily the same realities: in fact, they may not be realities at all. There are ever so many ways to assess what your participants are really learning. We detail 25 of them in this section.

1.

Prepare at least ten questions.

Thirty questions would be even better. They should be questions that are answerable by “yes” or

“no.” Throughout the day, ask your questions in order to obtain quick feedback regarding their absorption of the new information you are presenting.

Ask participants sitting on the left-hand side of the room your first set of questions. Your second set of questions should be addressed to participants seated in the middle of the room.

The final set of questions will go to people seating on the right-hand side of the room. This arrangement will help ensure that everyone has a chance to be tested for understanding.

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The Leadership Puzzle

Lois Hart HRD Press, Inc. PDF
Medium 9780874256154

Task II.Clarify Direction

Richard Bellingham HRD Press, Inc. PDF

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