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5. Stopping Harassment

Terry L. Fitzwater HRD Press PDF
Medium 9780874259803

Communicating OurWay

Jonamay Lambert HRD Press PDF

50 Activities for Diversity Training

Conclusion

1. Ask participants if they found the exercise easy and solicit their first reactions to the assignment.

2. List their responses on the flipchart.

3. Have one participant from each group (A,B,C,D) read his/her rules aloud to the group. As the rules are read, list the following communication issues on the flipchart: a. Eye contact and the showing of emotion b. Distance and gestures c. Loudness and interruptions; initiating conversation and personal questions d. Softness and no interruptions; not initiating conversation or asking questions

4. Ask how the participants interpreted the behavior of their partners during the exercise. (For example, the person whose partner looked away felt that his/her partner couldn’t be trusted, wasn’t interested, or perhaps was bored.) It is important to recognize that there is a

“mainstream” American communication style and that many different cultures bring with them their own rules and communication styles which are different.

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Chapter 5. Documentation

Terry L. Fitzwater HRD Press PDF

5. Documentation

• Objectivity facilitates clarity. Keep to the hard facts, describing the problem via those facts. In good documentation, nothing is subject to interpretation. If you aim to be objective, you will more easily attain your goal of clarity.

• Completeness facilitates clarity. Include all the facts.

For example, a problem definition such as “Your tardiness is a concern” may seem clear, but not if we compare it to this:

Your continuing instances of tardiness, five in the last month on January 5, 10, 21, 27,and 28, strain the productivity of the department and your coworkers, and the tardy behavior cannot continue any longer.

The employee knows that the tardiness is indeed a problem and gets a complete picture of that problem: it is continual; it affects others; it cannot continue. There also is little room for interpretation, filling the requirement of objectivity. The meaning is clear to the employee and to any third party reviewing the document. It is just what you need to strive for in your documentation efforts.

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22 Heroes and Villains

Cox Geof HRD Press PDF

22

Heroes and Villains

Description

This activity enables participants to look at their own problem-solving approaches from a different perspective.

Situations

This activity is useful when either individuals, or individuals within a group, have become locked into specific ways of dealing with problems and are so stuck in these approaches that creative problem solving is blocked.

Objectives

Y

Y

To enable people to break out of their typical approach to dealing with problems

To enable people to look at how they might be basing their problem-solving approach on that of someone else

Trainer Guidance

This activity asks participants to visualize and compare their style with their own

“heroes” and “villains.” It encourages people to recognize that by imitating their hero and refusing to use the behaviors of their villain, they may be limiting their approach to problem solving. These simple projections need to be analyzed and reabsorbed by the participant in order that they may be used.

Time

30 minutes

Materials

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Activity 48: Who’s first?

Ian Nicholls HRD Press PDF

50 Activities for Developing Supervisory Skills

Preparation

1. Photocopy Exercises 48.1 and 48.2 for each participant.

2. You may wish to conduct Activities 1, 43, and 35 with the participants before conducting this one.

Method

1. Distribute a copy of Exercise 48.1 and 48.2 to each participant.

2. Explain the purpose of the activity to the group.

3. Divide the participants into subgroups of three or four.

4. Ask each subgroup to select a goal or ambition from those on the list on Exercise 48.1.

5. Ask the participants in each subgroup to agree to how they will know when they have achieved the chosen goal.

6. Each subgroup has to agree to a common measurement system and record it on Exercise 48.2 so that if all the participants wanted to achieve the same goal, it would be clear who had reached it first.

7. Then ask the subgroups to choose a work-related goal and repeat the process.

Trainer Guidance

This activity can be used with Activities 1, 9, 35, 43, and 49 on work about the role of a supervisor as well as with work on target setting, setting standards of performance, and planning.

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