Show:
Effective Communication
Giving and Receiving feedback
Effective Collaboration
Leading and Managing Changes
100
Knowledge and information is powerful and we have to be good stewards. Foundation for productive leadership, management, teambuilding, influencing, etc.
Cite two reasons we need an effective communication.
100
Motivate Staff Build Capacity Strengthen Teams Reinvigorate Thinking
Four reasons Why Give or Receive Feedback?
100
“A positive form of working in associations with others for some form of mutual benefit.”
What is "collaboration"?
100
“ focus all of your energy, not on fighting the old, but on building the new.”
Socrates' secret of change?
200
Giving the speaker your undivided attention to understand the message –not just waiting for your turn to speak. Don’t interrupt or cut off individuals when they are speaking – value everyone’s contribution.
Two aspects of attentive/active listening?
200
Keep it Positive Make it Timely Make it Regular Be Specific
Four qualities of a good/effective Feedback
200
The ability to create something together that no organization could have produced on its own. It is the ability of each organization, through that collaboration, to achieve its own objectives better than it could have done alone.
Collaborative Advantage
200
Minimize: Duration of performance drop-off during assimilation period Minimize: Depth of performance drop-off during assimilation period Maximize: Performance level after implementation Maximize: Continual improvement
Four Change Management Objectives?
300
Inquiring Paraphrasing Summarizing Disclosing
The 4 key actions/behaviors indicating an active/attentive listening?
300
Be Prepared for Comments – it’s a dialogue, not a monologue Be Constructive Provide Suggestions Keep it Focused Make Accomplishments Public, Corrections Private Follow-up
Five appropriate good behaviors when giving a feedback
300
Society Organizational Structure Interpersonal Individual
Four contextual levels of collaboration?
300
Immobilized Denial/False hopes Anger/panic Depression Letting go/accepting reality Testing Merging past & présent Internalization/commitment
Five potential impacts a change can have on an individual.
400
Endorsement with a Minor Point of Contention Agreement w/Reservations Abstain Stand Aside Formal Disagreement but willing to go w/ Majority Formal Disagreement request to be absolved of responsibility for implementation Block
Eight gradients of agreement scale
400
Listen – don’t argue or interrupt Clarify information Assume good intentions, and that the person values and wants to improve your relationship and work Thank people for feedback (positive & negative)
Four behaviors when Receiving Feedback Effectively
400
Collaborative Intention Truthfulness Self-Accountability Self-Awareness & Awareness of Others Problem Solving & Negotiation
Five essential skills for a good collaboration
400
Visible and active leadership support Communication begins early Accountability/Transparency during the change process All concerned stakeholders are involved All stakeholder interests are taken into account A transition management plan is constructed with defined time lines, and designated responsibilities Plan is modified as events and/or the environment changes Appropriate training is provided if required
Aspects of a successful change
500
Give three recommendations to improve HPN/FSDA team email communication.
Be specific on action requested Be specific on who should take action Summarize contents and tie to team's area of interest Set up deadline …
500
Give three recommendations/actions on how HPN team can improve in-person communication
Set up a favorable environment to facilitate approach Organize orientation session for new comers Improve/develop social interactions between members ...
500
Give three recommendations/actions on how HPN team can collaborate in the field, with other Mission office and with WDC.
Get programs coordinate on Community Health workers Get programs coordinate on relationship and support to Centres de Sante de Base Joint planning, monitoring and information Organize information and best practices exchange Set up recurrent events/deliverables timeline Directly Involve AORs/CORs in budget/financial discussions ...
500
In light of upcoming opportunity to re-engage with the GOM, Give three recommendations/actions for HPN/FSDA to manage change.
Re-engage in policy discussion with GOM. Review/revisit current strategy. Realign current programs.