Ethio grand

college
The Ethiopian TVET-System
Human Resource Operation Level III
Learning Guide
Unit of Competence: Lead Workplace
Communication
Module Title: Leading Workplace
Communication
LG Code: EIS HRO315 0812
TTLM Code: EIS HRO3M150812
Information Sheet – 1 Lead Workplace Communication

Introduction
Definition
What is communication?

Derived from the Greek word “communicare” or “communico” which means “to share”.
Community implies a group of people living in one place.
Languages are the codes of communications.
Communication is: The gathering, conveying and receiving of information and ideas
Fundamental and vital to all healthcare managerial functions, communication is a means of
transmitting information and making oneself understood by another or others.
Communication is a major challenge for managers because they are responsible for
providing information, which results in efficient and effective performance in organizations.
Communication is the creation or exchange of thoughts, ideas, emotions, and understanding
between sender(s) and receiver(s). It is essential to building and maintaining relationships in
the workplace
Leading workplace communication involves understanding methods of communication,
communication skills, leading discussions, identifying problems and tactical way of solving
problems. In general, to become good leader, one should bear in mind the tactical way of
handling employees before the matter gets worse. In order to do this, some skills have to
be mastered. Speaking skills, listening skills, presentation skill and leading discussions are
some of the skills required in the area

Listening is a fundamental communication skill for understanding both the verbal content
and the underlying feelings embedded in the message. Listening is an important skill for
leaders. Listening while showing empathy for and understanding of the speaker's
perspective, even if it is different from the leader’s own position is an important attribute of
leaders.

Using good and organized questioning one can extract valuable information which can be
applied to resolve conflict and manage workplace communication. Open or closed type of
questions can forwarded depending on the information needed.

This handout was prepared by a group of experts during the curriculum development
workshop as a handout for both the learner and trainer; hence by no means this document
serves as a standard reference for the module. So the trainer is expected to prepare and
provide and intensive learning and teaching material as require

LO – 1 Communicate information about workplace processes

Communicate information about workplace processes

What is a workplace?
Dictionary definition - A place, such as an office or factory, where people are employed
Examples of work place
 Administration office  Clinic
 Accounting office  Registrar
 Human Resources Office  Security Guard office
 Bookstore  Student Services
 Maintenance office  Discipline office
 Engineering office  Campus Ministry office
  Others
 General Services

Acceptable communication differs from company to company, but many aspects are
universal.
 Tips to help us communicate effectively in the workplace

Listen - When you listen to others attentively it makes them feel good. It also makes for a
deeper and more positive connection with others.

In turn, you form an understanding and they will listen to you when it’s your turn to speak.
Poor listening happens often and results in misunderstandings and miscommunications.

Speak Clearly - Take a deep breath and remain positive when talking to people.
 Try to cut out the “ums,” “uh-hmms” and “ahhs;” these make it difficult for people to
understand what you’re trying to communicate
 Try to keep your voice steady and don’t talk too quickly or too quietly.
 Be confident in what you’re saying and others will feel your confidence too.

Be Genuine - Being genuine can include speaking honestly, expressing excitement

or sadness when you feel like it, and being friendly.
 There is nothing wrong with saying, “no, I don’t really agree with that,”
or “you know, I think you’ve changed my mind!” However, don’t be rude. “I was just
being honest” is not a good excuse for being harsh.
 Being genuine builds your confidence.

Be Receptive
 Be open to what others are saying or offering.
 Often, people restrict the flow of ideas or communication because they’re making
too many assumptions or are being too quick to judge and criticize.
What Are the Benefits of Business Communication?
Business communication can take many forms, written and verbal. It can be between
managers and employees within a company, or between a company and its customers,
partners or suppliers. The purpose of business communication also varies, but it should
always benefit your business. When carried out effectively, business communication can
build your company's reputation, resolve and prevent conflicts, and contribute to strong
relationships between your company, its customers and the business community.
Build Customer Relationships
Few businesses would grow or even survive without the benefits gained through marketing
communications. You can take advantage of the wide variety of media available to let the
public know about your products or services.
Use business communications to establish your company as an authority or thought leader
in your industry. Offer a white paper or online articles that discuss common problems
business owners face and present your company's solution. A weekly or monthly newsletter
to your prospects or established customers will help build trust by providing helpful tips and
information. Occasionally sending out a direct mail or email survey will help you get to know
your customers and better fill their needs.
Freely sharing your expertise and gathering feedback from your customers will help you
build a strong relationship with your customer base, and establish your company as a
trusted expert in your industry.
Motivate Team
Good communication within an organization can help foster cooperation between members
of management and the employees they oversee. When giving instructions, planning a
project or explaining a change in policy, it's important to convey the reasons behind a
request or decision. Such consideration helps to promote understanding and build trust
between you and your employees.
Even in a small business, the success of any project depends on the ability of team
members to work together, and good communication is the key to successful collaboration.
Effective communication within a company involves listening and responding to your
employees' ideas and needs. Your willingness to do so demonstrates a respect for the
individuals who contribute daily to the growth of your business.

Strengthen Partnerships
Communication is also important when dealing with suppliers, outsourced providers and
other outside business contacts. You can avert many problems by clearly outlining your
needs and expectations when you enter a relationship with a provider. In addition to
negotiating a detailed service agreement, maintaining phone or email communication
throughout your business relationship will make it easier to implement changes or deal with
issues.

Keeping in touch with your network of business connections will also benefit your company.
Send a card to congratulate a colleague who has reached a milestone in his own business,
and remember to mail season's greetings and thank-you cards when appropriate.

Communication methods
communication

verbal

Formal

Dawnward

upward

Informal

Lateral

Diagonal

Grapevien

Non-Verbal

Kenstic/visual

Verbal communication
Verbal communication involves using speech to exchange information with others. You
usually communicate verbally in face-to-face conversations. Meetings, interviews,
conferences, speeches, and phone calls are other forms of verbal communication. In
business, you communicate verbally to exchange ideas, understand diverse points of view,
and solve problems. Because verbal skills are among those most valued by employers,
developing these skills will help you find jobs, advance your career, and improve your
professional performance.

Business professionals demonstrating effective verbal communication skills use spoken

words to convey a message clearly and concisely. To get a message across, the sender
needs to ensure the receiver correctly interprets the words. If not, confusion and conflict
typically results. By successfully delivering a message, business professionals describe
ideas, thoughts and directives that allow colleagues to work better together.

Effective verbal communication skills

Effective verbal communication begins by acknowledging what the audience needs. By

planning what he wants to say, how he wants to say it and seeking feedback on how the
message was received, a business professional ensures successful communication

Appropriate language: In the workplace it is important to use language appropriate to the

audience. The industry terminology used when speaking to a colleague is not always
appropriate to use when speaking to a client as they may not understand the industry
terminology being used.
Clear voice: Speak simply and slowly so the audience can understand. Choose your words
carefully and repeat important information.
Audible volume: The volume of your voice needs to be loud enough so you can be heard.
Adjust how loudly you speak to accommodate both your surroundings and the audience. You
may need to speak more loudly when there is outside noise like traffic. An elderly client may
need you to speak more loudly so it is easier for them to hear clearly.
Courteous tone: Be polite and well-mannered when speaking. It establishes rapport and
shows respect for clients.
Active listening: Listening is an important skill in communicating with others, as you are
able to learn what the other person wants and means. To fully understand the message
being conveyed, it is important that you ask questions to clarify the meaning. It is also
important to clarify that the other person understands your message. You can do this by
asking questions.

Keep the following details in mind to organize your messages and clarify their
meaning:
• Start with what your listener needs to know
Your listener is most likely to remember the first and last parts of your message. Before you
speak with someone, identify the purpose of your discussion, and shape that to be your
main idea. Make sure your message is best delivered using spoken rather than written
words. If so, open the conversation with what your listeners needs to know, and then move
to the supporting information.
• Limit the amount of information
People have a limited capacity to listen to and decipher a message, especially if they are
distracted by noisy surroundings, interruptions, or other communication obstacles. Packing
too much information into a conversation can leave your listeners confused or remembering
only part of what you said. Limit the amount of information you convey in a single
interaction.

• Eliminate unnecessary words

It can take more concentration to understand spoken words than written ones. When you
use complicated language or unnecessary words, you make it more difficult for your listener
to interpret what you are saying.
Use simple sentences, and avoid technical language and jargon whenever possible.

• Make your messages relevant to your listener

Although it is natural to discuss subjects you consider important, if your listener has
different interests or priorities, your message might not be well received. Frame your ideas
so they are relevant to the other person.
Adopt the point of view of your listeners, and then explain or show how your subject is
important to them and how they can benefit.
• Take a direct approach
Your listeners have to manage several tasks as they listen to you. They must pay attention
to what you are saying, interpret your nonverbal signals, ignore noise and other distractions,
and make sense of the incoming information. Listeners can understand your messages if
they are clear and consistent with your body language. Use a direct approach by introducing
your subject, explaining what you want, and identifying your expectations. Be polite and
tactful, but don’t make your audience guess what you mean.

• Pause occasionally
Your listeners need time to process incoming information. As you communicate, include brief
pauses so your audience can absorb your message, especially when you’ve made an
important point, requested action, or are preparing to introduce a new subject. Use these
short breaks to review their body language and gauge their understanding. However, avoid
long pauses, which can make your listener feel uncomfortable.
Two types of verbal communication

(1) Formal communication

We use this type of communication in offices and social gathering
Formal communication spreads through newsletters, manuals, emails, memos, staff
meetings, conferences and official notices
Two types of formal communication
(1) Downward

Higher designation to lower designation

Communication that flows from one level of a group organization to a lower level is a
downward communication. This is typically what we think of when managers
communicate with workers.

Its purpose is to assign goals, provide instructions, communicate policies and

procedures, provide feedback, etc.
It does not have to be face to face or an oral communication

(2) Upward
Lower designation to higher designation.
Upward communication flows to a higher level in the group or organization.
It is used to provide feedback to higher-ups, inform them of progress, and relay current
problems.
Examples of upward communication are: performance reports prepared by lower
management for review by middle and top management, suggestion boxes, employee
attitude surveys, etc.

(2) Informal communication

We use this type of communication with our family or friends.
Three types of informal communication
(1) lateral
Found among members working at the same level. Ex. Peer group. Most effective
form of communication, Barrier of subordinates or boss is not present here.

When communication takes place among members of the same work group, among
members of work groups at the same level, among managers at the same level,
or among any horizontally equivalent personnel.
 Horizontal communications are often necessary to save time and facilitate
coordination. In some cases, these lateral relationships are formally sanctioned.
Often, they are informally created to short-circuit the vertical hierarchy and
expedite action.
They can create dysfunctional conflicts when the formal vertical channels are
breached, when members go above or around their superiors to get things done,
or when bosses find out that actions have been taken or decisions made without
their knowledge.
(2) diagonal
The path is mixture of vertical and horizontal movement. In large communications various
departments need communication support from each other.
(3) grapevine
Also called as “backbiting” or “backstabbing”; a backstabber is a colleague or an employee
who acts like a friend in public but badmouth you in private.

Non-verbal
Nonverbal communication is critical to the success of any workplace. It starts from the
moment an employee applies for a job and continues through the employment of that
particular employee. Realizing the importance of nonverbal communication can promote
teamwork, respect and efficiency in any workplace.

Components of Nonverbal Language

The main components of nonverbal language are listed as follows.
• Kinesics: Body motions such as shrugs, foot tapping, drumming fingers, clicking pens,
winking, facial expressions, and gestures
• Proxemics (proximity) : Use of space to make contact or to provide privacy
• Haptic: Touch
• Oculesics: Eye contact
• Chronemics: Use of time; pausing, waiting, speeding up
• Olfactics: Smell
• Adornment: Dress, cleanliness, jewelry, tattoos, piercings
• Posture: Body position, stance
• Locomotion: Walking, jumping, swaying, and moving with a wheelchair
• Sound Symbols: Grunting, ahs, pointed throat clearing
• Silence: Long pauses, withholding information, secrecy
• Vocalic: Tone, timbre, volume

KINESICS: THE MESSAGES OF MOVEMENT

Kinesics is the study of human body motion. It includes such variables as facial expression,
eye movement, gestures, posture, and walking speed.
Valuable communicator information is contained in the look on your face, whether you stare
or avert your gaze, whether your shoulders are straight or drooped, whether you lips are
curved in a smile or signal contempt with a sneer, and whether your gait suggests
eagerness or anxiety.

To deliver the full impact of a message, use nonverbal behaviors to raise the channel of
interpersonal communication through signs & symbols
 Non-verbal can go without verbal communication. Verbal can’t go without non-verbal
communication.
 Eye contact: This helps to regulate the flow of communication. It signals interest in
others and increases the speaker's credibility. People who make eye contact open
the flow of communication and convey interest, concern, warmth, and credibility.
  Facial Expressions: Smiling is a powerful cue that transmits happiness,
friendliness, warmth, and liking. So, if you smile frequently you will be perceived as
more likable, friendly, warm and approachable. Smiling is often contagious and
people will react favorably. They will be more comfortable around you and will want
to listen more.

 Gestures: If you fail to gesture while speaking you may be perceived as boring and
stiff. A lively speaking style captures the listener's attention, makes the conversation
more interesting, and facilitates understanding.
 Posture and body orientation: You communicate numerous messages by the way
you talk and move. Standing erect and leaning forward communicates to listeners
that you are approachable, receptive and friendly. Interpersonal closeness results
when you and the listener face each other. Speaking with your back turned or looking
at the floor or ceiling should be avoided as it communicates disinterest.
 Proximity: Cultural norms dictate a comfortable distance for interaction with others.
You should look for signals of discomfort caused by invading the other person's
space. Some of these are: rocking, leg swinging, tapping, and gaze aversion.
 Vocal: Speaking can signal nonverbal communication when you include such vocal
elements as: tone, pitch, rhythm, timbre, loudness, and inflection. For maximum
teaching effectiveness, learn to vary these six elements of your voice. One of the
major criticisms of many speakers is that they speak in a monotone voice. Listeners
perceive this type of speaker as boring and dull.

CHARACTERISTICS OF NONVERBAL COMMUNICATION

Nonverbal communication is an essential part of the total communication package. From a
nonverbal perspective, you are a lighthouse of information continually sending messages
from which others derive meaning.
All Nonverbal Behavior Has Message Value. While we can refrain ourselves from
speaking—we literally can shut our mouths—it is impossible for us to stop behaving.
Behavior, whether intentional or unintentional, is ongoing.
You cannot stop sending nonverbal messages. As long as someone is aware of your
presence and is there to decode your nonverbal communication, it is impossible for younot
to communicate. Even if you turn your back on the observer and remove yourself from his or
her sight, you are communicating. With this in mind, if someone were to enter the space in
which you are now reading, what messages might they derive from your nonverbal
demeanor? Are you seated at a desk or reclining on a bed? What does your face suggest
regarding your level of interest and degree of understanding?
Nonverbal Communication Is Ambiguous. Although nonverbal cues are continuous and
frequently involuntary, others can evaluate them in different ways—that is, what we
communicate may be ambiguous and subject to misinterpretation. One nonverbal cue can
trigger a variety of meanings. For example, wearing jeans can be symbolic of a relaxed
mode of dress or it can be construed as a statement of support for the gay community, as
when gay organizations without warning surprise blue jean wearers by posting signs that
say “Wear jeans if you advocate gay rights.”
Nonverbal cues may not mean what others think they do. There could be any number of
reasons why a person looks at a watch, coughs, or rubs his or her eyes. All nonverbal
behavior should be interpreted within a specific context.
Nonverbal Communication Is Predominantly Relational. Many find it easier to
communicate emotions and feelings nonverbally. We convey liking, attraction, anger, and
respect for authority nonverbally. In fact, our primary means of revealing our inner states,
that typically are not readily transmitted using words, is through nonverbal communication.
For example, we usually look to the face to assess emotional state. We look to the mouth to
evaluate contempt. We look to the eyes to evaluate dominance and competence. We base
our judgments of confidence and relationship closeness on our reading of gestures and
posture, and we listen to the voice to help us evaluate both assertiveness and self-
confidence.
Sometimes we are unaware of the nonverbal cues we send; as a result, we inadvertently
reveal information we would rather conceal. Without intending it, our nonverbal messages
let others know how we feel about ourselves and about them. As our awareness of our
nonverbal communication increases, its informational value decreases. In effect, a conscious
intention to manage the impression we convey means that we will do our best only to
communicate messages that are in our own best interest.

Sources of information
Collecting information from appropriate sources
Knowledge of one's workplace responsibilities can be obtained from a variety of sources.

To obtain, understand and clarify workplace procedures an employee can:

 use the above sources to gain an outline of workplace responsibilities
 consult with appropriate personnel
 draw on their active listening skills
 Ask open and closed questions.
Asking questions or rephrasing: Questioning is an important tool used to obtain
feedback and clarification of a message and to ensure that the receiver understands
what the sender is saying.

There are three main questioning techniques:

1. Open questions: these encourage the sharing of information and usually require
longer answers.
Ask what, where, how, why and which questions to gain more information. E.g. "How
may I help you today?"
2. Closed questions: these questions are usually asking for a yes or no answer and do
not encourage any further discussion.
E.g. "Is someone assisting you with your enquiry?"
3. Reflective questions: these questions are structured so that the person answers in a
particular way to make their opinion clear.
E.g. "You would like to change your appointment from 10.00am to 1.30pm today? Is
that correct?"
Paraphrasing is when we rephrase a conversation into a summary of what we think we
have heard. It allows the speaker to correct any misunderstanding

Written communication

Written information is a very important part of a business' communication process.

The two media used are paper-based and electronic.
Written information in an office may include:
 handwritten and printed materials

 electronic mail  telephone messages

 internal memos  letters
 briefing notes  proformas
 facsimiles  forms
 general correspondence

Effective written communication skills

To be effective, written communication should be:

Clear: It is important to write clearly so that the receiver reading it will not get confused. It
is best to use short paragraphs (which contain only one thought or idea) short sentences
and simple language.

Concise: To write concisely use as few words as possible to convey your message, avoid
repetition and leave out unnecessary information.

Purposeful: The reason for the correspondence should be clear to the recipient. Be direct
and straight forward in your communication.

Correct: It is important to follow the specific rules and use the business style guide for
written communication. Every business will have its own style of presentation so that all
documents have a company 'look'.

Courteous: This is polite and respectful writing. Write a letter to a client in the way that you
would like to receive one!

Culturally sensitive: Take into consideration cultural differences. To build effective

rapport, written communication needs to be respectful, courteous and sensitive. It requires
the sender to look at a situation from the receiver's point of view.

Writing Effective Business Communication

Step 1Avoid business jargon in written communication; these words do not always translate
effectively. Keep the message simple and avoid using industry-specific words unless you are
sure they are universally understood.

Step 2Get to the point. In today’s work world, people have many demands on their time. Do
not use three paragraphs to say what could be said in one.

Step 3Provide examples to demonstrate the point of the communication. Examples paint a
picture for the reader that clarifies the point you are trying to convey.

Step 4 Write as you speak. Think of writing business communications with the same frame
of mind as having a conversation with a boss or coworker. Business communication need not
be stilted or overly formal. Imagine having the discussion in person and convey that in the
communication.
Step 5Write for your intended reader. Business communication is not the time to show off
your extensive vocabulary. If you send the reader running for the dictionary, you will not
hold his attention and the point of your communication will be lost
Processing of written communication may involve
 recording receipts
 photocopying
 collating and binding of booklets
 preparing mail
 filing documents
 selecting the appropriate medium for a response such as paper-based or electronic
Communication Styles
1. Clear and Direct
Clear and direct communication is the most healthy form of communication and occurs
when the message is stated plainly and directly to the appropriate family member. An
example of this style of communication is when a father, disappointed about his son failing
to complete his chore, states, “Son, I'm disappointed that you forgot to take out the trash
today without my having to remind you.”

2. Clear and Indirect

In this second style of communication, the message is clear, but it is not directed to the
person for whom it is intended. Using the previous example, the father might say, “It's
disappointing when people forget to complete their chores.” In this message the son may
not know that his father is referring to him.
3. Masked and Direct
Masked and direct communication occurs when the content of the message is unclear, but
directed to the appropriate family member. The father in our example may say something
like, “Son, people just don't work as hard as they used to.”
4. Masked and Indirect
Masked and indirect communication occurs when both the message and intended recipient
are unclear. In unhealthy family relationships, communication tends to be very masked and
indirect. An example of this type of communication might be the father stating, “The youth
of today are very lazy.”
Communication Behaviors
1. Assertive
Assertive communication involves standing up for personal rights and expressing thoughts,
feelings, and beliefs in direct, honest, and appropriate ways which do not violate another
person’s rights. Assertive communication is the preferred style.
 “I’m okay and you’re okay.”
 Use of “I” statements, objective words, direct and honest statements.
Assertive Rights
 Right to refuse requests without having to feel guilty or selfish
 Right to feel and express feelings including anger, as long as we don’t violate
therights of others
 Right to be competitive and to achieve
 Right to enjoy rest and leisure
 Right to have one’s needs be as important as the needs of others
 Right to decide which activities will fulfill those needs
 Right to make mistakes
 Right to have one’s opinions given the some respect and consideration that
otherpeople’s opinions are given
 Right to be treated as a capable adult and taken seriously
 Right to be independent
 Right to get what we pay for
 Right to say no
  Right to ask for information from professionals
 Right to express my preferences
 Right to ask for affection and help (I may be turned down, but I can ask)
 Right to change my mind
 Right to say “I don’t know, I disagree, I don’t understand, or I don’t care”
 Right to offer no reasons or excuses for justifying my behavior
 Right to judge my own behavior, thoughts, and emotions and take responsibility
for their initiation and consequences upon myself
 Right to judge if I am responsible for finding solutions to other person’s problems
 Right to decide when to be assertive

RIGHTS ALSO INVOLVE RESPONSIBILITIES

2. Aggressive
Aggressive communication involves directly standing up for personal rights and expressing
thoughts, feelings, and beliefs in a way which is emotionally honest, but usually
inappropriate and in violation of the rights of others.
 “You’re not okay.” Views oneself as superior.
 Use of “you” statements, accusations, subjective, domineering, superior words.
3. Passive
Passive communication involves violating your own rights by failing to express honest
feelings, thoughts, and beliefs and consequently allowing others to also violate your
rights; Or expressing your thoughts and feelings in such an apologetic, timid manner that
others can easily disregard them.
 “I’m not okay, everyone else is.”
 Use of apologetic words or at a loss for words.

4. Passive Aggressive
Passive-aggressivecommunication involves expressing your needs and feelings in an unclear
and confusing manner.
 “You’re not okay, but I’ll let you think that I think you are.”
 Use of sarcasm, teasing, ridiculing, false praise, and insinuations.

“I” Messages
What is an “I” messaging?
An “I” message is a method which allows you to assertively express your feelings. There are
four components to an “I” message.
1. State exactly what was said or done that triggered your feelings.
2. State the feelings that you have.
3. Provide an explanation for why you feel the way you do.
4. If appropriate, make a request stating what you need.
Example:
 When you are not on time, I feel worried because something may have happened to
you.
 I would appreciate it if you would call me when you are going to be late.
LO – 2 Lead workplace discussion

Lead the Discussion

Everyone will bring a unique perspective to the meeting and it's important to encourage
dialogue and be open to questions. By asking powerful questions, you will invite open
dialogue, and encourage people to share their perspective.

Create a Safe Environment

Talking about respectful workplaces can be an uncomfortable topic, and it's important to
clarify your meeting's intent and create a learning agreement. Make a learning agreement
with your participants to address any concerns and clarify the meeting's purpose. For
example, you can start a learning agreement by writing down a few points such as "turn off
cell phones, respect the opinions of others..." and then ask your participants to contribute.
Or, you can start with blank flip chart or whiteboard and ask your participants to create the
agreement. Your goal is to be a champion for success. This agreement could be a
combination of expectations you have, and expectations that your audience may have.
TOPICS FOR DISCUSSION
The critical issue for a good discussion is a good topic! Here is where your skills as a
facilitator come to the fore. A high-quality topic has shadesof grey or differing ways to look
at it. A topical orcontroversial area can be a useful start.

Remember– an opening question that encourages higherorder thinking will set the tone for
the rest of thediscussion. Another way of thinking about writinggood discussion questions is
to think about thefunction they serve. The richest discussions arethose that open up
participants’ minds to manypossibilities, rather than close them down to aright or wrong
answer.

Learning Agreement

It is recommended that you write down the learning agreement on a flip chart or whiteboard
that is easily visible to the audience. Complete this exercise at the beginning of the meeting
and build the trust required to talk openly about a topic that might otherwise be
uncomfortable. Once you have created a learning agreement with your audience, take the
time to refer back to it throughout your meeting.

A learning agreement can look something like this

 Option A - Write down a few points, and then ask your participants to complete the
agreement, or
 Option B - Start with a blank flip chart or whiteboard, and ask your participants to
create the agreement
Icebreakers
As the facilitator, you may also choose to include an icebreaker activity at the start of the
meeting aimed at engaging the audience on a topic. Consider the following icebreaker
example for which you'll need pens/pencils, scrap paper and a flip chart:

Ask everyone in the meeting to partner with someone in the room, and spend five to ten
minutes talking about respect. For a larger group, divide the audience into 4-5 groups.
During this initial conversation, participants should ask each other:

 What does respect mean to you?

 What does it mean to show respect?

After the allotted time, ask everyone to return to their seats, and open the discussion. You
may choose to ask the following questions:

 What ideas did you discuss?

 Did everyone have exactly the same definition of what respect means? If not, what does
this mean to us?

Capture the key points on a flip chart. This exercise can lead to a discussion on how a simple
conversation can help understand how our peers would like to be treated. Through this
exercise, have their understandings changed?

Lead the Discussion

Effectively lead your discussion by asking powerful questions that encourage open, honest
dialogue. Some questions discourage dialogue, such as those asking for a simple yes or no
answer. Powerful questions invite open dialogue and encourage people to share their
perspective. Ask participants to tell, explain or describe their views to open and enhance
your conversation. For more ideas, consider taking the Coaching Approach to Conversations
course through The Learning Centre.

Stimulate discussion in your meeting and present the audience with hypothetical scenarios
of workplace situations.
Communicate for Success

It can be hard to communicate effectively when you are dealing with workplace conflict.
Ideally you will resolve a conflict with the person directly to bring the issue to their attention
and give them a chance to respond. Here are a few basic tips to help you have a difficult
conversation:

 Give the person some notice that you want to talk to them, don't bring up the issue by
surprise.
 Email or talk to the individual and request a meeting to discuss your concerns.

 Find a private location for the meeting so that you can talk confidentially, without
interruption and taking as much time as you need.

 If you feel unprepared or overly anxious about having a difficult conversation, seek
advice from your supervisor or another manager you trust.

Prepare for a Conversation

Raise the issue with the person in a way that conveys your message effectively. It may help
to take notes beforehand. The following framework will help you prepare. Be ready to:

 Describe the problem or behavior as you have observed it and the impact of the
behavior.

 Be specific, clear, and avoid judgmental language.

 Be respectful by using tact and diplomacy.

 Listen and allow the other person to share their views.

 If possible, get an agreement that a problem exists.

 Explore your respective interests (needs, concerns, hopes).

 Brainstorm options for solving the problem.

 Agree on a follow-up action plan.

 Be prepared that the person may not agree to any part of this conversation with you. If
this happens, tell them what further steps you will take to solve the issue and the
timeframe for follow-up. This takes courage. Be firm, but respectful

The Conversation

This meeting should help to clarify and understand both views. The goal is to resolve the
issue and restore a healthy and productive working relationship.

At the Start of the Meeting

 Clearly state your issue. For example, if a decision that impacts you has been made,
state your understanding of the decision and get confirmation that your understanding
is correct.

 Give the other person a chance to clarify anything you have misunderstood, and listen
to understand.

 State what change you are seeking.

  Listen to the other person's concerns.

 Work together to develop a mutually agreeable solution.

During the Meeting

Stay curious and be open to other perspectives and possibilities. Do not react defensively or
confrontationally. Avoid saying, "you always…" or "you never…"

At the End of the Meeting

Write down an account of the conversation while it is fresh in your mind. Determine if the
issue is successfully resolved and commit to follow-up. If the issue is resolved, no further
steps are taken.

If the issue is not resolved or if the person refuses to participate, there are other information
resources and services that may assist you

Guidelines for Initiating a Difficult Conversation

Avoid talking to the person if they are upset or under the influence of a substance
 Be gentle and kind
 Avoid a confrontational style
 Avoid using labels since they may carry a heavy stigma
 Take into consideration the person’s age and ability to understand; you may need to
discuss the issue in several sessions rather than one big conversation.
 Be consistent and patient in your expression of concern without exerting undue
pressure
 Be direct; treat the individual as an adult
 Give specific examples of behaviors that concern you
 Use I statements as in “I am concerned about you because I have noticed you
wearing the same clothes for several days and have not seen you outside in your
garden as you usually are”
 Be prepared with information in case the person is willing to seek help
 Don’t be discouraged is the person is not ready to accept your assistance – you may
want to enlist of others who are also concerned or try again on another occasion
 Don’t worry if you don’t say things perfectly, what is important is that your message
of concern is conveyed and your willingness to help is expressed

LO – 3 Identify and communicate issues arising in the workplace

Issues and problems in work place

Workplace conflict is a specific type of conflict that occurs in workplaces. The conflicts
that arise in workplaces may be shaped by the unique aspects of this environment, including
 the long hours many people spend at their workplace, the hierarchical structure of the
organization, and the difficulties (e.g. financial consequences) that may be involved in
switching to a different workplace. In this respect, workplaces share much in common with
schools, especially pre-college educational institutions in which students are less
autonomous.

3.1 Issues and problems are identified as they arise

Reasons for Conflict in the Workplace

Causes for workplace conflict can be personality or style differences and personal problems
such as substance abuse, childcare issues, and family problems. Organizational factors such
as leadership, management, budget, and disagreement about core values can also
contribute. A primary causes of workplace conflict poor communication, different values,
differing interests, scarce resources, personality clashes, and poor performance.
Personality clash
The issue of personality clashes is controversial. the two types of workplace conflicts are
"when people's ideas, decisions or actions relating directly to the job are in opposition, or
when two people just don't get along., "In a conflict situation, don’t ask ‘who’, ask ‘what’ and
‘why’. Managers should avoid blaming interpersonal conflicts on “personality clashes”. Such
a tactic is an excuse to avoid addressing the real causes of conflict, and the department’s
performance will suffer as a result. Managers must be able to recognize the signs of conflict
behaviors and deal with the conflict in a forthright fashion. Approaching conflicts as
opportunities to improve departmental policies and operations rather as disorder to be
eradicated or ignored will result in a more productive work force and greater departmental
efficiency
Office romance
Office romances can be a cause of workplace conflict. 96 percent of human resource
professionals and 80 percent of executives said workplace romances are dangerous because
they can lead to conflict within the organization. Public displays of affection can make co-
workers uncomfortable and accusations of favoritism may occur, especially if it is a
supervisor-subordinate relationship. If the relationship goes awry, one party may seek to
exact revenge on the other
Passive aggressive behavior
Passive aggressive behavior is a common response from workers and managers which is
particularly noxious to team unity and productivity. In workers, it can lead to sabotage of
projects and the creation of a hostile environment. In managers, it can end up stifling a
team's creativity.

In brief, to respond to this kind of hostile behavior, people need to control performance
expectations, parcel out important tasks so there are several responsible people involved,
and re-check frequently to see how much delay the passive aggressive worker can generate
before the team leader stops him."
Poor Relationship Skills
Some people have difficulty getting along with others in a work environment. Workers may
believe that they know the best way to perform a task and do not acknowledge the input of
co-workers. Others may prefer to work on their own, avoiding interacting as a member of a
team. Staff members may simply possess abrasive personalities that prohibit them from
working well with others.
Poor Training
As a business owner, you may not possess the time to train a new employee properly or you
may pass the task on to another employee who may not want the additional responsibility.
Inadequate training can result in the worker having difficulty in adapting to your work
environment as well as mistakes while performing a task due to miscommunication. This
may lead to conflict with other employees.

Inadequate Information
Inadequate information may lead to conflict between employees as well as between an
employee and you. Apredominance of information sources, including emails, newsletters
and memos, does not guarantee that employees receive the proper information to perform
their jobs. This may lead to situations where employees do not do what you expect of them,
resulting in conflict.

Management Style
Your management style may cause conflict with your employees. If you tend to warning
employees in front of others, your employees may come to dislike you. Perhaps you have
the habit of criticizing employees but never praising them. You may also show favoritism for
one employee over another, which may be another potential source of conflict between the
employees or between you and the employee.

Trouble Dealing With Change

Change is a big part of the modern business environment, even small businesses. Your
employees may have difficulty adjusting to changes in your work environment, such as the
need to learn a new computer system or a new way of processing orders. Workers who
donot adapt well to change may fear being left behind and may cause them to hate more
flexible team members.

Conflicts with Customers

Sales and customer service employees can experience conflict with customers on a fairly
regular basis, depending on the industry. A common conflict experienced by salespeople is a
dissatisfied customer who feels personally defrauded by an individual salesperson.

For example, if a car salesman sells a used car without a performance guarantee or
warranty and the car breaks down on the buyer, the buyer may return to angrily confront
the salesperson and demand a refund. The best first step to solve these conflicts is to
involve a manager who has the right to offer refunds, discounts or other conciliatory
gestures to the customer unless you are in a situation where employees are empowered to
make these kinds of decisions.

Leadership Conflicts
Personality clashes between managers and subordinates can cause a range of interpersonal
conflicts to arise. Employees may feel bullied or pushed by more authoritarian managers, or
may perceive a lack of guidance from more hands-off managers. Managers with type-A
 personalities may set goals that are too ambitious for their subordinates, setting them up for
failure and inevitable conflict.

To handle these personality mismatches, first try to garner an understanding between the
manager and the subordinate so that each understands the others' perspective in the
situation. Never treat conflict management situations as disciplinary hearings, as if
managers are inherently right and employees are inherently wrong; this is a reliable way to
lose good employees. If the two cannot come to an understanding, place the employee
under the supervision of another manager if possible.

3.2 Information regarding problems and issues are organized coherently to ensure clear and
effective communication

3.3 Dialogue is initiated with appropriate staff/personnel

How Is Workplace Conflict Regulated?

Many employers regulate workplace conflict through human resources initiatives such as an
employee relations program. An employee relation is the HR area, or discipline, that
addresses workplace issues, employee concerns and supervisory matters that can lead to
conflict. HR staffs specifically trained to work in the employee relations area generally are
experts in conflict management. In small businesses where there isn't a dedicated HR
department, there should be a designee for handling issues that can turn into workplace
conflict.

Overview
Workplace issues include employee concerns and complaints about working conditions,
unresolved supervisor-employee and employee-employee disputes and general issues
concerning employers’ policies and practices. Workplace conflict happens regardless of the
company size — personalities clash just as easily in small companies as they do in large
conglomerates. Conflict can emerge from misunderstandings or out of intentional disregard
for company practices. Either way, regulating conflict requires preventive measures as well
as tactical steps to controlling workplace behavior.

Policies
A small, casual workplace may operate just fine without an employee handbook or formal
policies; however, implementing formal policies is an effective means to regulating
workplace conflict even in small businesses. Large organizations have formal policies that
explain acceptable and unacceptable behavior in the workplace. Regardless of the
employer’s size, structure or hierarchy, an employee handbook and formal policy
statements establish parameters and guidelines for employee behavior.

Identifying Issues
Before workplace conflict can be regulated or controlled in any way, there must be a way to
identify it. Employers use a number of techniques to identify workplace issues, including
confidential employee opinion surveys, anonymous reporting mechanisms such as employee
 hotlines, one-on-one and all-staff meetings and focus groups. Key to identifying workplace
issues is establishing trust in HR staff and credibility in the HR department's swift handling
of employee issues. Small businesses may have an easier time of identifying issues by virtue
of the size of the organization, which may make conflict more transparent or more readily
noticed.

Investigation
Both full-blown investigations into employee misconduct or simple inquiries about employee
concerns are effective ways to regulate workplace conflict. Conducting an investigation
sends the message that you intend to resolve conflict in the workplace and that HR will
immediately handle complaints. An investigation sheds light on issues that underlie conflict
and give HR staff the foundation from which to resolve conflict. Gathering statements from
employees, conducting research on company policies and assessing the credibility of
witnesses to workplace conflict puts virtually everyone on notice that HR is serious about
maintaining a pleasant and safe work environment.

Training
Employee training can be an extension of the company’s formal written policies or a
standalone measure to regulating workplace conflict. Training is as effective in large
organizations as in small businesses — and recommended for both. Regular training on fair
employment practices, leadership skills and interpersonal relationships covers areas out of
which workplace conflict arises. In addition to new employee orientation, employers who
provide regular training to employee groups and supervisory groups are better able to
control errant behavior that underlies workplace conflict.

3.4 Communication problems and issues are raised as they arise

Risks of Not Confronting Conflict in the Workplace

Conflict in the workplace is often a result of lack of communication, and if not confronted,
could cause major problems for a business, according to Workplace Issues, a business
conflict resolution resource. Many businesspeople mistake disagreements with conflicts, but
disagreements are differences in opinion that could, but don't always, turn into conflict.
Handling disagreements and other forms of possible conflict quickly could change

Decreased Productivity
According to the Centre for Conflict Resolution International, more than 65 percent of
performance problems at work stem from strained workplace relationships. Issues like low
morale, stress and distrust arise when people suppress important feelings. When conflict
goes unexplored, workplace performance and productivity suffers.

Employee Turnover
In a company where conflict is not confronted, there is generally high employee turnover.
Because of the problems that conflict causes in the workplace, along with the intensified
 negative results of ignoring conflict, employees are bound to seek healthier work options
elsewhere, according to the Centre for Conflict Resolution International.

Divided Teams
Conflict often has two, sometimes three, different sides. When it goes unresolved, the
disputing parties are still opponents, according to Cramby River Consultants, a business
conflict resolution consulting company. This carries over to business matters, meetings,
favoritism, passive aggression and an overall unhealthy work environment. A divided
business team results in the inability to effectively come together on projects, communicate
adequately, be jointly productive and stay positive.

Poorly Reflected Management

A team that can't come together because of unresolved conflict reflects poorly on
management. It is considered the manager's fault for either not attempting to seek
resolution or not noticing conflict. Management is responsible for spotting and handling
conflict, whether directly or through a human resource professional.

Unhealthy Confrontation
Bottled feelings and unresolved conflict often result in blowups, whether that takes the
shape of a negative verbal argument or a physical confrontation. Handling conflict in a
healthy way, and promptly, takes care of the problem immediately, helping to avoid the hurt
and unresolved feelings that can arise. Putting off resolution results in passive aggression,
arguing, further conflict, and sometimes, fighting and abuse