REPUBLIC OF KENYA LEARNING GUIDE FOR COMMUNICATION SKILLS TVET CDACC PO BOX 15745-00100 NAIROBI_ L COMMUNICATION SKILLS/DEMONSTRATE COMMUNICATION SKILLS 2.1 Introduction Communication Skills/demonstrate communication skills is one of the seven basic com petencies unit of leaming/unit of competency of fered in all the TVET level 6 qualificatio ns. The unit covers the competencies required in meeting communication needs of client sand colleagues as well as developing, establishing, maintaining communication pathw ays and strategies. It also covers competencies for conducting interviews, facilitating gro up discussions and representing the organization in various forums. The significance of communication skills to TVET level 6 qualification is to enable leamers get along well a nd avoid conflict in workplaces and organizations, The critical competency to be covered includes communication strategies in organizatio ng and communication pathways in workplaces. The basic resources required include: A ccess to relevant workplaces and relevant materials. The unit of competency covers seve nleaming outcomes. Each of theleaming outcomes presents; learning activities that co ver performance criteria statements, thus creating an opportunity for the trainee to dem onstrate knowledge and skills in the occupational standards and content in curriculum. | nformation sheet provides; definition of key terms, content and illustration to guide in trai ning. The competency may be assessed through written test, demonstration, practical as signment, interview/oral questioning and case study. Self assessment is provided at the end of each leaming outcome. Holistic assessment with other units relevant to the indus try sector workplace and job role is recommended 2.2 Performance Standard Meets communication needs of clients and colleagues in organizations and workplace a nd develops effective, efficient communication strategies and pathways in accordance t othe organizational standards, procedures, message communicated and the time availa ble. 2.3 Learning Outcomes 23.1 of learning outcomes a) Utilize specialized communication skills processes b) Develop Communication Strategies ©) Establish and maintain communication pathways d) Promote use of communication strategies “d r,_ L @) Conduct interview {) Facilitate group discussion g) Represent the organization2.3.2 Learning Outcome No 1: Utilize specialized communication skills processes 2.3.2.1 Learning Activities Learning Outcome No 1: Utilize specialized communication skills processes (Sh) Learning Activities ‘Special Instructions Identify and met the specific communication needs of clients a | Role play the use of nd colleagues. different communic Use different approaches to meet communication needs of clie | ation approaches. nts and colleagues. Address conflicts promptly and in a timely way without compro | Simulate a conflict r mising the standards of the organization. esolution mechanis m. 2.3.2.2 Information Sheet No 2/L01: Utilize specialized communication skills pro cesses Introduction This learning outcome involves identifying the specific needs of the clients and colleagu es, using different approaches to meet communication needs and addressing conflicts p romptly and in a timely way without compromising the standards of the organization Definition of key terms: Communication; Communication refers to the process of sending and receiving messag es between the sender and the receiver. The messages can be sent through verbal, nonv etbal, writing, graphical representations, signals, sign and behavior. Communication Process: Communication process consists of some interrelated steps or parts through which messages are sent from sender to receive. It is the sharing of meani ngful information between two or more people with the goal of the receiver understandin g the sender's intended message. Mode of communication: itis the channel through which messages are passed and rece ived. It is the medium used by the sender and the receiver to communicate. “d r,_ L ‘Content/procedures/methods/illustrations 1.1 Specific communication needs of clients and colleagues are identified and met For communication to take place there is need to understand the communication needs of colleagues and clients. This requires identification of the needs and meeting them. In order to identify needs, itis important to ask and record how colleagues wish to receive c ommunication. This must be done upon first contact or later as soon as practicable. The communication needs must be identified opportunistically and proactively but not retros pectively Methods of identifying communication needs @ Selfdefinition of communication needs that clients and colleagues are asked to d efine their communication needs. This ensures reception of information in a form at that can bebest understood by the client/colleague. @ Asking for any communication or information support needs. © Asking for a minimum of two options or ways in which they can explain their nee ds. @ Asking the clients or colleagues to advice the organization of their communicatio n or information needs. @ Including a standard line in all comespondence in order to encourage people to co. ntact the organization, should they have any information © Considering people who are unable to read letters or any information either blind or illiterate thus can be contacted through telephone. © Using existing data about information needs to serve the clients and colleagues in the organization. Therefore, in order to identify the communication needs and preferences of clients and c olleagues, there is need to; @ Assess client’s/colleague’s information about language and communication need s Use different strategies and sources to identify the needs. Observe the colleague's/client's behavior and get the communication. Pay attention to the colleagues/clients when communicating. Seek appropriate/ suitable ways to understand,interpret client’s/colleagues’ com munication. @ Record and report communication needs according to the workplace requirement s NOTE: In order to meet the needs of the clients and the colleagues, effective communicat ion must be realized. Effective communication refers toa communication where the inte “d r,_ L ded information is delivered successfully and understood clearly by the two parties (se nder and the receiver). Effective communication must therefore be clear, coherent, courte ous, complete, focused, and sensitive to emotions and must be listened to keenly| L ‘Communication process For communication to happen, it must be composed of a sender, receiver, message, feed back, medium and contextual factors. The figure below illustrates the same; Fi c ic el er ro ° ni Ef gure 1. ation cy : ass es -eS va pie j ent app = Bw achest commu cation fective communication builds relationships between colleagues, clients and organizations. Meet ing communication needs of colleagues/lients is a sign of respect. The following appro aches can be used to meet communication needs of clients/coleagues in an organization Oneon-one time with the client/colleague Total respectfulness i.e. demonstrates the respect you have for a person compreh ensively. Writings/letters Le. very powerful and are treated seriously. Clarification and bringing light to a situation ie. it is important to clearly state wh at you/organization wants. Understanding the importance of others. Total listening ie. this prioritizes the client/colleague and the issue at hand. Patience and calmness,_ L Means of communication Communication simply refers to the creation and exchange of meaning. This can happe through the following means as illustrated in table below. Table 2: Means of communication [Means of communicating [Examples Verbal Speech, oral communication Non-verbal Written Graphical representation Maps, charts, info graphics Signals Signs Behaviours Modes of communication There are three modes of communication namely i. Interpretive communication: Is a one-way communication without getting feedba ck for active negotiation of the meaning with the producer, speaker or the writer. T he listener, viewer or the reader interprets whatever the speaker/writer wants the re ceiver to get/understand. Interpersonal communication: Is a two-way communication with active negotiati on of meaning between the sender and the receiver. It is spontaneous, involves ex change of information and meaningful because of its two way, adjustments and clarifications are made accordingly. Presentation communication: Is a one-way communication meant for audience (viewers, listeners or readers). It does not involve exchange of information and the re is no direct opportunity for active negotiation of meaning,The following is a table showing the differences, Table 3. Differences between different modes of communication [Interpersonal [Interpretive | Presentational | Two-way communic | One-way communication | One way communication t ation that allows act | without room for negotiati_| hatis intended for an audi ive negotiation of m | on of meaning. ence. eaning among indivi duals. 2. Spontaneous and in | Thereis individual interpret | Information is presented a volves information e | ation of information from t | nd there is no exchange he xchange, thus very | he sender by thereceiver. | nee no negotiation for mea meaningful ning 3. Participants may m__| Interpretations differ depen | The presenter of the messa onitor and observeo | ding on the receiver's under | ge gives direction. ne another for com | standing mon meaning 1.3 Addressing conflicts using communication Conflicts are inevitable at workplaces where people of different personalities and backar ounds meet daily. At workplace, conflicts may occur in different ways e.g. between twoc olleagues an employee and a client, teams of supervisor's etc. irrespective of the differen tways/types of conflicts. The root cause of conflicts in an organization is poor commun ication. Therefore, conflicts can be solved/addressed amicably, promptly and without co mpromising the standards of the organization. ‘Types of conflicts in an organization The following types of conflicts are likely to happen in an organization: Conflict within the individual e.g, role conflict, value conflicts etc Interpersonal conflicts i.e. conflict between two or more individuals. Conflict between an individual and a group Intergroup conflict e.g. between groups, departments etc Inter-organizational conflict i.e. occurs between organizations. Handling/addressing conflict in an organization For day to day smooth running of organizations, the following steps need to be taken pro | Io_ L mptly to address conflicts if any i. Embrace conflict - We should not avoid conflict or pretend that it has not happene d. We must deal with these uncomfortable issues as soon as possible to avoid ba d feelings and more problems. Colleagues should be encouraged to find a solutio 1 to their differences. ii. Talk together - Create time and place ta speak to each other. This should be ina pl ace without interruptions and enough time should be spared for this. ili, Listen carefully - Give full attention to the person speaking to you /you are talking to. Ask for clarifications for better understanding, iv. Find agreement -Resolutions are always possible, when agreements are reached Finding an agreement shows the willingness to establish common ground and bu ild trust elements again. y. Provide guidance -Give directions on the next step and suggest further actions aft er an agreement is reached. vi, Be quick to forgive With resolutions, no grudges/tension should be kept Barriers to effective communication These include; «Physical barriers Personal barriers Semantic/language barriers Status barriers Organizational structure bartiers Barriers due to inadequate attention Premature evaluation Emotional evaluation Resistance to change Conflict is addressed promptly and in a timely manner and in a way that does not compr omise the standards of the organization. Conclusion This unit has addressed ways of identifying and meeting communication needs of client sand colleagues. It has also investigated ways of addressing conflict promptly andin a timely way in an organization. Further Reading “] IL oO Cheney, G ETAL (2004) Organizational communication in an age of globalization; Issues, Reflections, Practices. Long Grove IL: Waveland Press Mutua R (1992) study and commu nication skills, London Macmillan Press Ltd2.3.3. Learning Outcome No 2: Develop Communication Strategies 2.3.3.1 Learning Activities Learning Outcome No 2: Develop Communication Strategies /@ \, Learning Activities ‘Special Instruction ay) . 1.1.Develop strategies for effective internal and extemal diss | Provide samples ‘emination of information to meet the organization's requi | f communication s rements. trategies. 1.2. Consider special communication needs in developing stra tegies to avoid discrimination in the workplace. Role play special c 1.3. Analyze, evaluate and revise communication strategies w | ommunication nee here necessary to make sure they are effective ds. 2.3.3.2 Information Sheet No2/LO2 Develop Communication Strategies =) Introduction This unit involves developing communication strategies that are effective in disseminati ng of information intemally and extemally, considering special communication needs w hile developing the strategies. The unit also involves analyzing, evaluating and revising communication strategies where necessary to make sure they are ef fective, Definition of key terms Communication: Thisis a process through which information is exchanged between gro ups, individuals ete. by use of common systems of symbols, sighs or behavior. Communication Strategy: This is the plan of achieving the set communication objective s Communication Pathway: This refers to an established connection between two endpoin ts, with each endpoint on a separate zone or server. Content/Procedures/Methods/IIlustrations “d Is| L 1.1 Developing Strategies for effective Communication Communication strategy is the plan to achieve the set communication objectives. Strate gies for effective intemal and external dissemination of information are developed to me et the organization's requirements. Characteristic of a communication strategy Brief summary of the situation analysis Segmentation of audience. Theory informing the strategy development. Approaches to be used in achieving the objectives. The desired change's position. Benefits of the desired change Communication channels to be used in disseminating information, The strategy implementation plan. Themonitoring and evaluation plan to be used. Budget Importance of a communication strategy Improves workplace communication. Increases employee/client satisfaction Positively affect absenteeism and turnover rates at workplace, Sparks innovation. Improves employee productivity. Attracts top talents/ideas Developing a communication strategy In order to develop an effective communication strategy, a ten-step process is undertake 1. This involves; Analysis of the big picture: Understanding what has to be accomplished before € mbarking on the strategic communication plan. Clearly define the goals of the organization: Before the planning stage, make sure the organization's goals are well defined in order to formulate a successful plan Clearly define the individual program's goals in the organization: Program goals a re more specific than the organization's goals and must be well defined. Clearly define the specific means of each program's communication: Different pro grams may require different means, so clearly define the means of communicatio n for each program Clearly define the target audience: Clearly identify the groups/people/clients to be = |L communicated to. vi. Clearly and carefully develop the messages/information to be portrayed: This will give the target audience a better understanding, vil. Set a timeline: This gives an organization a strict guideline thus keeping it on trac k to execute its tasks ina timely manner. vii Develop an initial plan: This gives the organization a direction to proceed in. This i s a step-by-step pracess that must be followed to achieve its objectives. ix. Implement the plany/ elements of the plan: Specific elements of the plan are put in to action as they follow each other. x. Assess/evaluate elements of the communication strategy: This helps to determin € what is working and the adjustments to be made. 1.2 Consideration of Special Communication Needs Special communication needs are considered in developing strategies to avoid diserimin ation in the workplace. When developing communication strategies, communication nee ds of different stakeholders of the organization must be considered © Group Dynamics. Consider different abilities and special requirements of different stakeholders. A special consideration to the interactions and forces that operate b etween the groups. This will enable a strategy to be very effective in communicati ng toa group of employees, clients © Styles of group leadership. You must also consider the leadership sty les employe d by different groups. Thus, the group norms must be well understood when devel oping communication strategies. Consider authoritarian leadership style and its i mplications, democratic leadership style and Laissez-faire leadership style and th eir implications. @ Openness in communication. Communication strategies must be able to reveal in formation about organization/people, willingness to listen and react honestly. Ho wever, openness must be applied with caution. Flexibility in communication. Strategies sometimes have to vary messages based on the unique situations. Due to fact that people and things change, flexibility in c ommunication is inevitable. © Communication skills. Consider specific communication skills when developing trategies. These skills may include; clarity and conciseness, confidence, empathy, respect, open-mindedness, friendliness etc. NOTE: When developing and implementing strategies, we must beware of bias and discri mination. Thus, different communication skills must be considered, the group dynamics, leadership styles, flexibility, openness among other factors must be considered. This will “] I