I-TECH LMI Module: Communication ... - Everyday Leadership



057150000I-TECH LMI Module: Communication Practice Total time: 2 hoursLearning Objectives: By the end of this module, participants will be able to: Identify barriers to effective communication.Discuss ways to overcome barriers and improve communication.OverviewSessionTimeTitle Content15 minIntroductionLearning Objectives for Module and overview245 min7 Barriers to CommunicationSmall group exercise to increase understanding of the 7 barriers31 hr Communication IssuesSmall group exercise using scenarios to practice identifying strategies to overcoming barriers410 minWrap-UpEmphasize the importance of communication to leadership and of overcoming barriers. Fill out Application Worksheet.Resources Needed Flipchart paperMarkersTapeHandoutsHandout 1: Seven Barriers to Great CommunicationHandout 2: Communication ScenariosHandout 3: Application WorksheetModule: Communication Practice Trainer InstructionsSession 1. Introduction: 5 minutesClarify the objectives of this session.Explain that there are two parts to this session. First, we will break into 7 small groups to discuss the 7 common barriers to communication as they relate to participants’ experience. The groups will report back.Then, we will work in 5 small groups to address 5 communication challenges. These small groups will also report back to the full group. Session 2. 7 Barriers to Communication: 45 minutesBreak into small groupsAssign each group a barrierEach group will read about the barrier assigned to them (Handout 1) and discuss how this barrier relates to our work. They will find a volunteer to report back after 10 minutes. The group will need to: Explain the barrier Share several examples from their contextDescribe some possible solutionsGive the groups 10 minutes to discuss thisAsk each group to make a BRIEF (5-minute) presentation Session 3. Communication Issues: 1 hourAssign each table one of the 5 scenarios described on the Communication Scenarios handout (Handout 2). Give the groups 15 minutes to discuss the issue. INSTRUCTIONS Have one person read the handout with a description of the challenge and instructions for their workDiscuss the challengeClarify the communication elements of the challengeIdentify Barriers to Communication that might be affecting the situationDevelop the beginning of a strategy to address the issue. You will not have enough time today to develop an entire strategy, but you can begin the process. Consider:How could we handle this?What specific steps could we take?Assign someone to report out from the group (you may use flipchart paper if you would like)Explain that this is not a lot of time, so the groups will have to work fast.After 15 minutes, ask each group to report to the full group what they discussed. After each presentation, ask the full group to comment on the ideas presented. Any comments on this report?What additional thoughts do you have about this strategy?Are there any key issues missing from this discussion?Session 4. Wrap-Up: 10 minutes Wrap-up by reminding participants that communication is one of the most important skills in being an effective leader and manager. We all need to pay attention to communication and work on improving how we communicate with each other.Ask if there are any questions.Ask participants to fill out the Application Worksheet for this session (Handout 3).Handout 1I-TECH LMI Communication Practice ModuleSeven Barriers to Great CommunicationIt's not always easy and often takes a lot of determination. But making an effort to remove the obstacles - tangible and intangible - that stand in our way can be the key to building relationships that really work. -by Eric GarnerMany people think that communicating is easy. It is, after all, something we have done all our lives. There is some truth in this simplistic view because communicating is straightforward. What makes it complex, difficult, and frustrating are the barriers we put in the way. If we are not aware of these barriers, we are even more likely to fall victim to them. Working on improving communication may require more than awareness of the barriers, it may require changing your thoughts, your feelings, your behavior, and your physical connections. That way, you can break down the barriers that get in your way and enjoy effective communication. Here are the 7 top barriers to communication. 1. Physical barriersPhysical barriers in the workplace include: Marked out territoriesAreas into which strangers are not allowedClosed office doorsBarrier screensSeparate areas for people of different statusLarge working areas or working in one unit that is physically separate from others. Research shows that one of the most important factors in building cohesive teams is proximity. As long as people still have a personal space that they can call their own, nearness to others aids communication because it helps us get to know one another. 2. Perceptual barriersThe problem with communicating with others is that we all see the world and experience events differently. Our thoughts, assumptions and personal experience shape our perception of reality. Perceptual barriers are experiences that distort communication. For example, if the receiver of the communication is untrusting because of past experiences, then s/he may form an opinion of what is being communicated without effectively listening. Another example of perceptual communication is when the sender of the communication has low self-esteem and therefore does not convey his message with conviction. In this case, the strong words will not convince the listener because the perception of the communicator is that he does not believe in the message.3. Emotional barriersOne of the chief barriers to open and free communication is the emotional barrier. It is comprised mainly of fear, vulnerability and suspicion. For some of us, our unwillingness to communicate fully comes from our childhood and infancy when we were taught to be careful what we said to others. We may have been told, “Don’t speak until you're spoken to" or "Children should be seen and not heard". As a result, many people hold back from communicating their thoughts and feelings to others. They feel vulnerable. While some caution may be wise in certain relationships, excessive fear of what others might think of us can stunt our development as effective communicators and our ability to meaningfully contribute to the workplace. 4. Cultural barriersCultural barriers may affect our communication patterns. Cultures affect how we think – the ways we see, hear, and interpret the world. Communicating across cultures is especially challenging. Thus the same words can mean different things to people from different cultures, even when they talk the "same" language. When the languages are different, and translation has to be used to communicate, the potential for misunderstandings increases.Each culture has its own rules about proper behavior that affect verbal and nonverbal communication. Whether one looks the other person in the eye or not; whether one says what one means overtly or talks around the issue; how close the people stand to each other when they are talking; whether emotions are shared – all of these and many more are rules of communication that differ from culture to culture. There are also cultural issues related to communication within work groups (a clinical team, a project team, etc.). When we join a group (and if we wish to remain in it), we may need to adopt the communication patterns of the group. 5. Language barriersLanguage that describes what we want to say in our terms may present barriers to others who are not familiar with our expressions and jargon. When we couch our communication in such language, it is a way of excluding others. In a global market place the greatest compliment we can pay another person is to talk in their language. 6. Gender barriers While there are no absolutes and individual differences in communication types vary across employees groups, general identified trends can assist managers in elevating simple gaps in communication styles. Robin Lakoff, author of “Language and a Woman’s Place,” studied differences in how boys and girls in the United States are taught to communicate throughout their early childhood development. Essentially, Lakoff observed that girls are taught to use passive, empathetic voices and are more encouraged toward active listening. Boys, however, are encouraged toward competition, using forceful, active tones. Reinforced by local social values, these communication styles can be carried into the workplace.? Deborah Such, a nonverbal communication and networking coach, explains subtle differences in the ways men and women communicate. She describes a scenario where a man and woman are conversing. It would not be uncommon for the woman to nod continuously while the man is speaking. “To her,” Deborah points out, “she is merely encouraging him to continue speaking; but to him, it is a sign that she agrees with everything he is saying.” This scenario illustrates how slight differences in understanding contribute to misunderstanding. To counter this, one must periodically engage the listener for feedback and comprehension.?? 7. Interpersonal barriersInterpersonal barriers to communication can result in workplace conflict that is difficult to resolve. Interpersonal barriers might take the form of positive and negative attitudes, inattentive listening, emotional reactions and other dynamics. These result in withdrawal (refusing to engage), passive resistance (doing the work according to procedures, but not contributing all that you could or being in a meeting, but not actively participating), and even manipulation (sabotaging the work of another).Effective interpersonal communication requires a high level of honesty and acceptance of yourself and others.Handout 2I-TECH LMI Communication Practice ModuleCommunication Scenarios GOAL: Provide an opportunity for you to work with your colleagues to identify communication strategies and practice communication skills to solve work-related issues. DIRECTIONS:Read the Communication Scenario below.Identify Barriers to Communication that exist.Develop a strategy to address the issue.How will you handle this?What specific steps will you take?Report BackCommunicating with ColleaguesYou are a member of a working group that is closely tied to the technical area for which you are responsible. You arrive, on time, for a special working group meeting (not the regularly scheduled meeting). The purpose of this meeting was to deal with a time-sensitive matter, and you rearranged your schedule to attend. The facilitator, another manager at your level, was responsible for organizing this important meeting, but only half of the team members are there. The facilitator does a terrible job facilitating: She talks too much, Forgets to ask others for their opinions (when you remind her, she asks, but does not really listen or take their ideas into consideration), and Makes jokes about another team member who is not present. After the meeting, she rushes out, saying that she has to join a conference call.How do you handle this situation?Communicating With Those You SuperviseAll three of your supervisees have big activities next week. They want your help in planning them and they want you to attend the events. One is running her first team meeting on Tuesday; Another has two counterparts in town from another country and the three of them want to start discussing an exciting, new project; andThe third is helping coordinate a workshop on Wednesday for the unit. Unfortunately, that is a very busy week for you. You have an all-day meeting on Monday at the Ministry of Health and a staff meeting on Friday, and you had promised your spouse that you would take Wednesday (your anniversary) off so that you could visit the nearby hot springs and go out to dinner. What do you do? Communicating Across the MilesYour project team is spread across a huge geographical area (and many time zones). One works in your city but works in a different building a few blocks away, and the other two are based in an office that is over 1,000 miles away. All of them are relatively new to I-TECH. One joined late last year, One started a year ago, and The third is brand new – you have never met him. Plan a strategy for ensuring that the team communicates municating with SupervisorsMr. Abalo, Technical Director for Togo’s AIDS Action Committee (AAC), sits down at his desk after a long day of home visits. He is exhausted but still has to fill out his monthly indicator form, which is due on his supervisor’s desk the next morning. He gathers all his reports and tallies the required numbers. As he looks over the completed report he is shocked to see how many home visits he has made this month. He hadn’t realized how quickly the number of children in his program was growing and how significantly his workload had been increasing. “That explains why I’m so tired lately”, he thought to himself. Mr. Abalo completed the report and turned it in on time. A month later he sat down at his desk to complete the same form, again following a long day in the field. He found the same pattern. The number of children in his program was steadily increasing. This pattern continued for a few months and Mr. Abalo grew increasingly tired. He began to wonder how long he could continue to manage this level of growth. He also began to wish for an assistant or another staff member for his program; someone who could help him to manage the increasing workload. “A nice dream,” thought Mr. Abalo, but he would never dare mention his wish to his supervisor.What needs to be communicated to address this situation?How should it be done?Communicating Within a TeamDr. Saied is relatively new to the position of Medical Director at Togo’s AIDS Action Committee (AAC) and is very excited about his new role. Dr. Saied has watched the AIDS epidemic grow in his native Togo and has longed to play a more active role outside of the hospital setting. Dr. Saied has a lot of ideas for AAC, but he has encountered difficulties managing his staff. Dr. Saied’s clinical team of 5 physician’s assistants and 6 nurses works part time for AAC and part time in the public sector. The clinical team is required to attend monthly team meetings, but few if any of the team members regularly show. Dr. Saied has repeatedly announced that these meetings are mandatory, but his proclamations have had no effect. Lately Dr. Saied has become increasing frustrated with his team. He often finds himself yelling at underperforming physician’s assistants or chastising lazy nurses.How could effective communication help in this situation?Handout 3I-TECH LMI Communication Practice ModuleApplication WorksheetReflecting on the session that was just completed, think about what ideas, skills or information are most relevant for you. Quickly write down what key learning occurred for you.What key learning did you acquire this session?How can you apply this to your work? ................
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