Communication and Group Dynamics - Safety Notes.pptx

Communication and Group Dynamics - Safety Notes.pptx

1. Communication and Group Dynamics

2. Agenda Communication Definition of Communication, Best Practises and Barriers Interpersonal communication Negotiation strategy Conflict resolution Mentoring Group Dynamics Definition of Group Dynamics Stages of Group Development Group Roles Methods of Facilitating Teams Multidisciplinary Teamwork

3. Communication

4. Communication Definition of Communication Best Practises for Communication Barriers to Good Communication

5. Definition of Communication Is an act or instance of transmitting information. the act or process of using words, sounds, signs, or behaviors to express or exchange information or to express your ideas, thoughts, feelings, etc., to someone else. a process by which information is exchanged between individuals through a common system of symbols, signs, sound or behavior

6. Best Practises for Communication Develop a Strategy: develop a strategy to focus internal communications activities by setting clear objectives that track to measurable, observable outcomes. Demonstrate Executive Leadership: Visible buy-in and engagement at the top is essential for staff to buy and follow. Ensure that the head of your organization is fully briefed on internal communications, has an opportunity to shape the strategy, and is front and centre in outreach activities. Avoid the Vacuum Effect: Employee will start to discuss amongst themselves, and the likelihood of the information being shared being correct is slim. Get ahead of this and communicate what your leadership safety values and beliefs are before others start sharing their own interpretation and views. Resource appropriately: Ensure you budget and staff appropriately to have information shared through your organization and teams. Think about, what will it cost you every day in lost safe productivity if your team is not clear on its direction? http://www.resultsmap.com/wp-content/uploads/downloads/2013/10/BestPractices_EmployeeCommunications-2013-Final.pdf

7. Barriers to Good Communication Physical barriers; Perceptual barriers; Emotional barriers; Cultural barriers; Language barriers; Gender barriers; and, Interpersonal barriers. Educational and Training Barriers Our Professional Language Usage Geographical/Location Barriers Resource Barriers - field employees may not have access to what office employees have

8. Best Practises for Communication Focus on Face-to-Face: When possible and practical, employee communication should take place face-to-face. In-person exchanges are the most effective and trusted forms of internal communication. Think about systems: Think about how your organization communicates internally. Is it manifested across several touch points, are there cultural patterns, social norms and business systems. What kind of messages are conveyed through the various systems and action of your organization? Are these messages by design or default? Intranet, Internet and Face to Face: Thinking if you just use your Intranet to post out resources and training, Internet to email information and doing a quick 10 to 30 minute of training is effective communication with everyone in your organization, is both false and dangerous. These can be powerful and effective tools, if they are part of a laid out communication strategy. Use a mix of channels to connect and engage with your oganizations people; such as face-to-face opportunities, communication via managers as well as informal avenues for information and exchange. Measure, Learn, Refine: Measurement is always important in any strategic communications. Ensure you are setting up clear indicators and expectations of performance. Deploy some internal communication to track outcomes indicators such as change in morale, retention, recruitment, productivity, job satisfaction and/or employee safety. It is key to be clear on “what success looks like.” Give employees a chance to be heard: Provide a channel for feedback, then ensure that you listen, and follow up. When your respond answer with information that illustrates clearly they have been heard and their concerns understood.

9. Interpersonal Communication Definition of Interpersonal Communication Three Techniques to Strengthen IP skills

10. Interpersonal Communication Improving Safety Using Interpersonal skills Interpersonal communication is an exchange of information between two or more people, there is message sending and message receiving. When interacting with others you need to try to see the situation from the other person’s perspective and focus on What is in it for me from their view. http://www.designzzz.com/communication-strategies-remote-clients/

11. Techniques to Strengthen IP skills Appropriate Self-Disclosure In any new relationship when we take the time to share a bit of ourselves you (as professionally appropriate) the other person often will feel more comfortable to share a little about themselves. In time there is a back and forth of sharing to build rapport, and so the cycle goes on. Although very simple, it is incredibly effective to build relationships with staff. Reflective Listening A very powerful technique to learn the core beliefs of those around you is to rephrase what someone has said to you. For example; “If I understand you properly you think x, have I understood you correctly” This gives the other person the opportunity to expand on their view or correct any mis-understanding. Another example is; “Correct me if I am wrong but I think you are saying y” or “I am not sure if I understand what you mean by...” Expressing our Expectations to our Employees / Learning and understanding reasons “why” others are doing what they do: Using our “I” messaging when speaking with individuals, aspose to “you”. Address team in relation to “we”, using “grouping” help builds stronger cohesion amongst the group members. As professional to keep in mind sometimes co-workers just want to be heard and not be lectured to. Taking the time to understand the employee's reason and perception of the situation, safety practices. Then launching the conversation from this point. http://www.safetyrisk.net/improving-safety-through-interpersonal-skills/

12. Techniques to Strengthen IP skills The “Express Your feeling of another's actions” formula We all have come across a situation where we feel someone’s behaviour is frustrating and we would prefer they do an alternative behaviour instead. Naturally, in the workplace our staff will also face the same challenge and for some this can be a barrier to communication or create conflict. It is important to be mindful of timing; have a meeting set up, can be informal, so you know all parties are available to talk and present in the moment. Learn what the other person's situation is, the context of event, and ensure we are striving to understand them. It is important to keep in mind the receiver could be offended if we do not first try to understand their circumstances, instead of "assuming" what they think or feel. Providing clear and understandable explanation of our situation. Also at times gender might have influence on wording or phrasing of the messaging. Consider the tone and mood of the situation, tone of our own voice. Take in if there is a barrier present. Circle back to address later in conversation. Create a safe conversation environment. One formula to bridge communication gaps, when expressing feelings is to always use "I messages"; for example: “When you say / do A, I think/believe/understand/value B, because C.” http://www.safetyrisk.net/improving-safety-through-interpersonal-skills/

13. Negotiation Strategy Negotiation Strategy Negotiation Strategy Matrix

14. Plan ahead: make a detailed plan so you know your priorities and alternatives, walk away points and prep agenda Keep in Mind Nothing is “Fixed”: During negotiation remember nothing is set in stone. Keep mindful of what is being offered, what you need to walk away with, what other opportunities you might be able to secure, and what your open to conceding on to get more important needs/opportunities. Pay Attention to others: It is important during a negotiation to be aware of not just what someone is saying, but also how their body reacts to requests or offerings. Try to get inside the other person’s head so you can influence their attitude to shape the issues for them. This technique is called "framing." If you get them to accept your view of the situation, it is easier to influence the discussion. Be Mindful different cultures: Differences exist and although not alway negative it can become a major barrier if you're not aware of how cross-cultural methods of negotiations are conducted. You will be able to strengthen your position if you are mindful of how others differ and tailor your negotiation strategy to incorporate these. It should also include how certain words may vary in meaning depending on their native language. Be cognizant of this and make sure everyone has the same understanding of the words being used. Negotiation strategy

15. Anchors: Be mindful of “anchors” that are part of the bargaining dynamic. Clearly setting the parameters for negotiation upfront, and have a plan for what you are and are not willing to settle on. Keep firm and Strong: Keep firm on what is important and never give in on first offers. The objective is to get to a win-win settlement. Be Respectful: During the negotiations process be respectful and professional in your manner. At the end refrain from “glouting” and saying you would have taken less or given more. Fresh Starts: Start from a clean slate at negotiation Negotiate with power - Understanding how to leverage the authority you have when you are in the room. You may have management support or there are policies/procedures that everyone understand must be implemented. Neutral Place: Set negotiation in a neutral place for each party. Negotiation strategy https://www.gsb.stanford.edu/insights/negotiation-strategy-seven-common-pitfalls-avoid

16. Establish a time frame for the meeting, no more than 2 hours tops. Establish rules of conduct Use Effective communication skills : questioning, listening and clarifying. Win-Win: Negotiate towards a win-win outcome. Use references , such as; regulations, company's mission statement and core values. Strategy on who attends : It is also important who you invite to the negotiation, why and how many people. Agreement in Writing: Write up agreed upon results after meeting.

17. Plan Ahead: Bring all of your data and be prepared to discuss it. Data is fact-based. It can influence the outcome of the negotiation Terminology of wording in the negotiations; using words that create cooperative and collaborative behavior. Brain storm, work together, round robin methods to include everyone in conversation, listening, inclusive. Disclosing personal information; have knowledge of other people at the table and their skills and talents, contributions. Mention Your BATNAs; (best alternative to a negotiated agreement) Mediator: Utilizing a mutually agreed upon mediator to help resolve differences.

18. http://www.slideshare.net/ksatyamahesh/think-matrix In many of our EHS situations, we tend to fall into a “collaborative” style due other business demands from management team; to suit management of controls. Depends on culture and risk of situations/event.

19. we stopped here - will pick it up

20. Conflict Resolution Defining Conflict Causes of Conflict Conflict Handling Intentions Resolving Conflict Scenario to deal with conflict

21. Defining Conflict Conflict arises from differences because often people disagree over their values, motivations, perceptions, ideas or desires. Conflict can triggers strong feelings, most often a deep personal and relational need is at the core of the problem. It is the need to feel safe and secure, be respected and valued

22. Causes of Conflict http://www.selfdirectedleader.com/keeping-conflict-from-going-bad-part-3/

23. Conflict Handling Intentions https://www.pinterest.com/pin/541065342705429161/ ** concept of how people handle conflict is on the exam - may not see these exact terms - but the concept is looked at of people's varying interpersonal skills and styles. Looks at how you would handle various personalities.

24. Identify the source of the conflict: The more information you have about the cause of the conflict, the more easily you can help to resolve it. Look beyond the incident. most often it is not the situation but the perspective on the situation that causes anger or upset. The source of the conflict might be a minor problem that occurred months before, but the level of stress has grown. Request solutions. After getting each party’s viewpoint on the conflict, the next step is to get each to identify how the situation could be changed. “How can you make things better between you?” I like to use the PASTE Model, and use active listening. P roblem A lternatives S olutions T est E valuate Resolving Conflict

25. Identify solutions both disputants can support: While your listening and they are talking, listen for points they agree on, what is the most acceptable course of action and give metir to each person for their various ideas. Avoid putting in your own suggestions and ideas. The key is to have the two parties create their own solution that they buy into and agree on. Agreement: Get the parties to agree to one of the alternative solutions, then work with them to create an action plan on how to achieve the agreed solution. In some cases you might have to have additional separate meeting with each person to lay out more personal goal setting to achieve the agreed plan/solution. If possible, have the two parties shake hands and agree on the solution and plan before ending the meeting. Resolving Conflict

26. Scenario to deal with conflict Develop a system of process for conflict resolution in your workplace to follow during a situation. Have someone who is not involved moderate discussion to eliminate bias, personal views, and favouring certain people seek out someone who has strong people and soft skills Use PASTE model or another conflict resolution model to create a neutral discussion environment Separate two people, Gain as much information as possible for all parties Get hypothesis Discuss solution Create an agreement between manager and employees about how to handle future situations. - Create a plan, communicate the plan to all parties and supervisors, work the plan Look at different communication styles and skills of people involved - and create solve that everyone can obtain. safety of all workers defusing temperament at time understand trigger for behaviour conflict allow person to speak, listen, feedback information where they are in listening roll set up form of negotiation with Supervisor/Manager/HR to resolve issue and set up agreed actions Supervisor and employee sit down with manager focus on employee needs, company needs and other associates Address misbehaviour - once resolution has be agree and action plan set. Create in agreement of what happens next if another incident occur.

27. Mentoring Definition of Mentoring Mentoring Skills Mentoring versus Coaching Mentoring Program Best Practises

28. Defining Mentoring Someone who teaches, or gives help and advice to a less experienced person. Mentoring is relational, coaching functional https://www.linkedin.com/pulse/millennials-our-future-so-why-we-leaving-them-behind-kareem-taylor

29. Mentoring Skills http://mentoringgroup.com

30. Build Mentoring Skills http://www.slideshare.net/hleemathews/FBI-Mentoring-Notebook-Slides

31. Mentoring versus Coaching http://innovatribe.com/2013/11/mentoring-vs-counselling-vs-coaching/

32. Mentoring Program Best Practises Define Your Mentoring Program Objectives and Secure Leadership Support Use mentoring program best practices such as “SMART” objectives – specific, measurable, attainable, relevant and time-bound . “The goal of our mentoring program is to help new employees (s) become 80 percent (m) safer in work practises can this be achieved > Yes (a) is this related to what we need to achieve? > Yes (r). by the end of their first six months (t). ” Never Pair Mentorees with their own Manager coaches and mentors are not the same; mentors may coach however coaches are not mentors. Find a strong, passionate Mentoring Program Manager, and train them Build Flexibility into the Program http://www.slideshare.net/RenePetrin/9-best-practices-slide-share-45342823/49-Weve_been_helping_organizationsworldwide_implement

33. Mentoring Program Best Practises Provide training to new mentors and mentees so they both understand the program expectations, purpose, objectives and guidelines of the program. Foster a safe and open mentoring environment; trust and feel they can discuss real issues and help remove real barriers and provide guidance through real challenges Provide easy access to resources Evaluate results; develop an evaluation process and tool for the MP Keep improving your Mentoring Program; ask for Mentor and Mentorees to provide insights, feedback and evaluation of the programs strengths and area for development

34. Group Dynamics

35. Group Dynamics Definition of Group Dynamics Stages of Group Development Group Roles

36. Definition of Group Dynamics The interactions which influence the attitudes, beliefs and behavior of people when they are grouped together. These grouping can be under formal or informal circumstances.

37. Stages of Group Development The core four stages of group development were developed by Bruce Wayne Tuckman in 1965: forming, storming, norming, performing . The final stage " adjourning " was created in 1977 by Mary Ann Jensen.

38. Stages of Group Development http://goo.gl/JMkrAV

39. Group Roles http://www.kent.ac.uk/careers/sk/teamwork.htm ENCOURAGER Energises groups when motivation is low through humour or through being enthusiastic. COMPROMISER Tries to maintain harmony among the team members LEADER Good leaders direct the sequence of steps the group takes and keep the group "on-track". SUMMARISER/CLARIFIER Calm, reflective individuals who summarise the group's discussion and conclusions. They clarify group objectives and elaborate on the ideas of others.

40. Group Roles http://www.kent.ac.uk/careers/sk/teamwork.htm IDEAS PERSON The ideas person suggests new ideas to solve group problems or suggests new ways for the group to organize the task . EVALUATOR Evaluators help the group to avoid coming to agreement too quickly. RECORDER The recorder keeps the group focused and organised. They make sure that everyone is helping with the project.

41. Roles Played by Group Member http://www.slideshare.net/zprazan/group-dynamics-team-building

42. Group Work Best Practices http://www.kent.ac.uk/careers/sk/teamwork.htm

43. Group Peer and Self Evaluation http://www.dailyteachingtools.com/cooperative-learning-evaluate.html

44. Methods of Facilitating Teams

45. Team Development Strategically develop work groups; by design . Make a plan about the type of work groups you want. Watch, participate and listen carefully to your forming or formed work groups. Ensure you are creating the rules of engagement, involved in the group development process and help your members evolve into their natural group roles. https://www.linkedin.com/pulse/mindfully-develop-work-group-dynamics-stronger-safety-tamara?trk=prof-post

46. What makes an effective team? It has a range of individuals who contribute in different ways (see the roles above) and complement each other. A team made up just of planners would find it difficult to cope with changing deadlines or plans whereas a team full of spontaneous individuals would be disorganised: you need both types. A good team produces more than the individual contributions of members. Clear goals are agreed on that everyone understands and is committed to. Everyone understands the tasks they have to do and helps each other. It has a coordinator who may adopt a leadership style from autocratic to democratic depending on the circumstances. Different people may assume the role of leader for different tasks. There is a balance between the task (what do we need to do?) and the process (how do we achieve this?) There is a supportive, informal atmosphere where members feel able to take risks and say what they think. The group is comfortable with disagreement and can successfully overcome differences in opinion. There is a lot of discussion in which everyone participates. Group members listen to each other and everyone's ideas are heard. Members feel free to criticise and say what they think but this is done in a positive, constructive manner. The group learns from experience : reviewing and improving performance in the light of both successes and failures. http://www.kent.ac.uk/careers/sk/teamwork.htm

47. Best Practices at Team Meetings Explain, and enforce format and purpose. Write everything down to keep a record for meeting items, decisions and group agreements. Categorize items discussed; be conservative about pre-judging. All action items should be clear and have intent. When recording, frame “Action Items” in terms others will be able to clearly assess as “done” or “not done”. Action Items should be designated to a single responsible person; not “All” or “Team”. What Happens In the group, stays In the group. Unless it is disrespectful or offensive behaviours that need reporting.

48. Facilitation Tips http://learntbl.ca/how-to-facilitate/

49. Indicators of Successful Team Development In Gina Abudi's paper she highlights that a successful teams includes: Clear communication among all members Regular brainstorming session with all members participating Consensus among team members Problem solving done by the group Commitment to the project and the other team members Regular team meetings are effective and inclusive Timely hand off from team members to others to ensure the project keeps moving in the right direction Positive, supportive working relationships among all team members http://www.pmhut.com/the-five-stages-of-project-team-development

50. Facilitate a Dysfunctional Team Facilitate dialogue with the entire team present Ask team members to review or describe the goals for the team Ask team members to review their code of cooperation and explore what items are not being followed Instructor leads a review list of effective team traits Each member should review each trait and decide where it is not working Group comes together to discuss what traits are missing Ask team members to suggest strategies to address their problems Openly confront the difference or discuss where the difficulty lies. As a group, define the issue (not the person) at hand. Use constructive feedback Decide on solutions that will be employed to address the problem

51. Facilitate a Dysfunctional Team Discuss where the team is now and where it needs to be Define the problem that is keeping the team from moving ahead Discuss all possible solutions (to be conducted by instructor) Negotiate openly with the group Ask team members to suggest strategies to address their problems Meet again with the group and reestablish team expectations, goals, and behaviors Meet with team members individually to uncover their needs and how the team can meet those needs Increase positive reinforcement If problem continues, confront person privately again about the person’s behavior Listen to the problem from the team, not just individuals. Paraphrase and summarize what they are saying, without lecturing If nothing changes, the person must be taken out of the group. This possibility should be raised at the beginning (very important point) of a team assignment http://www.foundationcoalition.org/publications/brochures/dysfunctional_teams.pdf

52. Multidisciplinary Teamwork

53. Multidisciplinary Team Definition A multidisciplinary team (MDT) is composed of members from different professions and or departments with specialised skills and expertise. The members collaborate together to make treatment recommendations that facilitate quality patient care.

54. Characteristics of an Effective Multidisciplinary Team Common purpose Team members generate a common and clearly defined purpose that includes collective interests and demonstrates shared ownership. Measurable goals and focused on the team’s task. Effective leadership to set and maintain structures, manage conflict, listen to members and trust and support members. It is also important to agree and share leadership functions. Effective communication; sharing ideas and information quickly and regularly, keep written records as well as allow time for team reflection. Good cohesion through having a unique and identifiable team spirit and commitment. Provides greater longevity because members want to continue working together. Mutual respect of the talents and beliefs of each person, in addition to their professional contributions. Accepting and encouraging of the diversity of opinion among members. http://www.who.int/patientsafety/education/curriculum/who_mc_topic-4.pdf

55. Barriers to an Effective Team lack of appropriate accommodation and resources the role of professional bodies and profession-specific training attitudes of team members, especially ones which reinforce traditional professional hierarchies and stereotypes. http://dspace.gla.ac.uk:8080/bitstream/1905/227/1/ http://www.mhcirl.ie/file/discusspapmultiteam.pdf