CHCCOM4B Develop, Implement & promote Effective Communication Techniques

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CHCCOM4BDevelop, Implement promote Effective
Communication Techniques

• Tutor Sally Dusting-Laird

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EFFECTIVE MANAGERS

• Effective managers have a range of
• Skills
• Experience
• Backgrounds
• Ideas
• Contacts

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EFFECTIVE MANAGERS

• They liaise with
• Members of the service
• Staff
• Clients
• The wider community
• Government Departments
• Other agencies

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EFFECTIVE MANAGERS

• They aim to provide services in a way that
  reflect the philosophy of the organisation.
• They also oversee the programs and the day-to-day
  operations offered in the organisation

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EFFECTIVE MANAGERS

• Managers are charged with an extensive range of
  responsibilities.
• They carry with them a complex range of decision
  making powers and tasks.

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EFFECTIVE MANAGERS

• Effective communication is an essential skill in
  the exchange of information, feedback and
  development of effective workplace relationships
• Managers need to implement and promote positive
  strategies for communication

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STRATEGIES FOR DEVELOPING AND DISSEMINATING
INFORMATION

• Service managers need to be accountable to
• The government
• The clients
• The wider community

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STRATEGIES FOR DEVELOPING AND DISSEMINATING
INFORMATION

• The service needs to justify
• Its programs
• The resources it provides
• The money it spends
• The number of people it employs

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STRATEGIES FOR DEVELOPING AND DISSEMINATING
INFORMATION

• If information is sought from clients and staff
  it
• Develops a sense of belonging
• Demonstrates respect for others ideas
• Demonstrates willingness to consider new ideas
• Encourages others to contribute to the decision
  making and problem solving process
• Helps others to feel that their contributions are
  valued or worthwhile

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STRATEGIES FOR DEVELOPING AND DISSEMINATING
INFORMATION

• It may also encourage
• Others to become more involved in different
  aspects of the service
• Staff to provide more support for managers
• Decisions seem to be more effective if everyone
  is involved. It develops a sense of
  responsibility and commitment

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STRATEGIES FOR DEVELOPING AND DISSEMINATING
INFORMATION

• An example
• If a staff member were to ask if they could
  purchase a new piece of equipment, instead of
  responding with an immediate decision, provide
  them with budget details and allow them to gain
  quotes and discuss the need with other staff
  members
• Regardless of the decision it is more likely that
  the staff members will be more likely to accept a
  no if they understand the constraints
• They may also be more willing to be involved in
  the purchase if the decision was favourable

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STRATEGIES FOR DEVELOPING AND DISSEMINATING
INFORMATION

• Strategies for the above may include
• Informal or formal discussions
• Interviews
• Meetings where a larger number of people are
  informed at one time
• Phone calls
• Questionnaire or interview

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STRATEGIES FOR DEVELOPING AND DISSEMINATING
INFORMATION

• Follow up
• Formal or semi-formal letters
• Taking and distribution of minutes from a meeting
• Memos
• Reports
• Information technology is also useful for
  disseminating information
• Email
• Fax
• Internet

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STRATEGIES FOR DEVELOPING AND DISSEMINATING
INFORMATION

• To ensure high standards of quality it will be
  necessary to review
• Services
• Policies
• Practices

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STRATEGIES FOR DEVELOPING AND DISSEMINATING
INFORMATION

• Managers will have to gather, record and provide
  relevant information so that they are able to
• Make decisions
• Manage and implement changes
• Demonstrate Accountability

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STRATEGIES FOR DEVELOPING AND DISSEMINATING
INFORMATION

• If there is a lack of insufficient or incorrect
  information, it is more likely that inappropriate
  action will be taken

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STRATEGIES FOR DEVELOPING AND DISSEMINATING
INFORMATION

• To successfully review, organise, plan and
  account for outcomes, information is required
  from all participants at different levels of the
  planning and implementations process.

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BARRIERS TO COMMUNICATION

• To promote effective communication it is
  necessary to identify possible barriers being set
  such as
• Discrimination
• Disrespect for other points of view
• Lack of understanding of others feelings
• To do this it is important to address the special
  communication needs of individual or groups

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BARRIERS TO COMMUNICATION

• Gaining smooth relationships can be a difficult
  task given barriers of
• Language
• Cultural differences
• Personal beliefs of individuals
• Different skill levels, experience and knowledge

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BARRIERS TO COMMUNICATION

• Managers need to ensure opportunities for the
  development of positive relationships that are
  without
• Discrimination
• Criticism
• Blame
• Shame
• Judgement
• Embarrassment

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ESTABLISHING REVIEWING CHANNELS OF COMMUNICATION

• To ensure that the objectives of the
  service/organisation are met the manager should
  make sure that all staff and service users have a
  say and have some control in the provision of the
  service

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ESTABLISHING REVIEWING CHANNELS OF COMMUNICATION

• Management should aim to
• Develop partnerships with their clients
• Staff
• Community

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ESTABLISHING REVIEWING CHANNELS OF COMMUNICATION

• They should provide
• Support
• Information
• Opportunities for open communication and
  co-operative decision-making

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ESTABLISHING REVIEWING CHANNELS OF COMMUNICATION

• In large organisations it is particularly
  important for work teams to communicate and
  support each other effectively
• If information is not channelled through the
  organisation it may cause confusion, doubt or
  mistakes

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ESTABLISHING REVIEWING CHANNELS OF COMMUNICATION

• Channels of communication may include
• Identifying those who are responsible for
  particular information
• Establishing practices that consult or inform
  appropriately
• Regular reviews to ensure all staff are aware of
  the processes

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COMMUNICATION POLICIES

• Communication policies may include guidelines and
  practices. They should outline the
  organisations
• Lines of communications or channels
• Responsibilities and expectations of how staff
  gather, use and disseminate information

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COMMUNICATION POLICIES

• How can we encourage open communication?
• Staff representatives on management committees
• Makes sure that workers have a voice in
  management issues
• It encourages staff attendance at meetings
• Provides an appropriate channel for gathering and
  sharing information between staff and management
• Helps to break down barriers to communication

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COMMUNICATION POLICIES

• An open door policy shows that
• Information issues can be discussed openly and
  honestly
• You are approachable and supportive

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COMMUNICATION POLICIES

• Other policies may include
• Regular staff meetings
• Feedback from staff meetings
• Distribution of newsletters
• Minutes from meetings

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COACHING STAFF IN EFFECTIVE COMMUNICATION

• It is important for managers to continuously
  improve their own performance, motivate people
  and provide effective leadership
• In our industry encouraging others to become
  multi-skilled or more flexible in the workplace
  may be met with resistance as workers often
  already feel overworked and underpaid
• Managing people in our industry requires a
  positive approach that enables workers to solve
  new and changing problems

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COACHING STAFF IN EFFECTIVE COMMUNICATION

• It requires
• Practices that promote effective communication
• Positive work environment
• Consultation
• Collaboration
• Feedback on all aspects of improvement to
  services
• Supportive attitude
• Being a good role model

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NEGOTIATION AND CONFLICT RESOLUTION STRATEGIES

• Workplace conflict can occur in many forms. It
  may be the result of different
• Views, opinions or beliefs
• Personal circumstances/change of behaviour e.g.
  separation, divorce, death etc
• The grapevine, when information is distorted or
  misinterpreted
• Conflict of interests between different parties

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NEGOTIATION AND CONFLICT RESOLUTION STRATEGIES

• Conflict is not always a bad thing. People should
  be encouraged to differ in opinion in order to
  explore difference.
• The effective organisation will have effective
  conflict resolution
• People encouraged to accept difference without
  personal attacks
• Enjoy listening to diverse ideas
• People feel safe to express and opinion
• Established strategies for negotiation

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NEGOTIATION AND CONFLICT RESOLUTION STRATEGIES

• Sometimes information will be withheld
  deliberately as a way of empowering those with
  decision making authority. This causes conflict.
  It creates a sense of power and control and
  avoids decisions being contradicted.
• If decisions are made without consultation with
  relevant parties it is likely that decisions will
  be ineffective and resented by those affected.

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NEGOTIATION AND CONFLICT RESOLUTION STRATEGIES

• To ensure objectives of the service are acted
  upon and implemented and issues are dealt with,
  decision making and problem solving strategies
  need to be in place.

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NEGOTIATION AND CONFLICT RESOLUTION STRATEGIES

• What types of activities do you believe the
  following groups should be involved in?
• Staff
• Clients
• Volunteers
• Managers
• Community

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NEGOTIATION AND DECISION MAKING

• Managers need to
• Set up channels of communication
• Facilitate communication channels and
  consultative processes
• Develop policies that will establish and maintain
  relationships and encourage open discussion
• Implement decision making strategies that promote
  positive relationships
• Consult with client and staff
• Model trust and respect for individual expertise
• Encourage two way communication
• Show confidence in others abilities, skills and
  knowledge

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NEGOTIATION AND DECISION MAKING

• Communication barriers such as lack of
  information, individual differences, beliefs,
  attitudes and values may interfere with the
  negotiation process.
• When discussions get out of hand due to emotions
  (anger, fear) it is difficult to make rational
  decisions or reach agreement

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NEGOTIATION AND DECISION MAKING

• Managers must be aware of different levels of
  perception
• Where some may understand immediately others may
  need to have issues clarified
• If consultation occurs and sufficient time and
  explanation is given those involved are less
  likely to blame, complain or resist decisions or
  action being taken by management

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NEGOTIATION AND DECISION MAKING

• During negotiation it is important to ensure that
  all views are heard and understood and feedback
  is given as soon as possible to acknowledge
  contributions
• Actively listen and stay tuned to what others are
  saying
• Listen to all of what they are saying to avoid
  jumping to conclusions
• Reflect what has been said by summarising or
  paraphrasing to avoid misinterpretation
• Clearly identify and define the problem or issue
• Note (record) the relevant facts
• Discuss and note possible solutions
• Allow all those involved to have a say and
  encourage diversity of opinions

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MAINTAINING NETWORKS RELATIONSHIPS TO ENSURE
CLIENT NEEDS ARE MET

• Managers of services are pivotal in gathering and
  disseminating much of the information required to
  plan or implement and organise a service to
  ensure client needs are met
• Managers need skills, knowledge and abilities
  which will contribute to and support the
  effective operation of the service including
• An understanding of objectives of the service
• A knowledge of general business principles and
  legislation
• Interpersonal skills
• A knowledge of the industry and community in
  which it operates

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MAINTAINING NETWORKS RELATIONSHIPS TO ENSURE
CLIENT NEEDS ARE MET

• To achieve this they must access and obtain
  information that enables them to plan
• To meet the needs of the clients
• To meet the objectives of the organisation
• They need to be aware of changing
• Requirement
• Regulations
• Standards

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MAINTAINING NETWORKS RELATIONSHIPS TO ENSURE
CLIENT NEEDS ARE MET

• This requires interaction with
• Networks or other services
• Relationships within the community
• Access to relevant government agencies
• Peak bodies

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COMMUNNICATION WITH CLIENTS AND COLLEAGUES

• Given the nurturing environment of our industry
  and the importance of developing relationships it
  seems important for managers to use an approach
  that encourages all parties to interact
  positively
• Warm and friendly manner
• Endeavour to understand their needs, goals and
  desires

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COMMUNNICATION WITH CLIENTS AND COLLEAGUES

• Managers will benefit from engaging in daily
  activities and tasks to enhance their
  understanding of the issues or challenges clients
  and colleagues encounter on a day to day basis

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IN SUMMARY

• A manager must demonstrate
• The ability to work within a team
• Develop and maintain positive relationships with
  clients, staff, peers and other professionals
• Understanding of the industry and changes
  affecting their service
• Interpersonal skills listening, conflict
  resolution, negotiation, counselling and
  interview skills

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IN SUMMARY

• Ability to gain information, identify needs and
  develop relationships
• Effective strategies to deal with situations that
  may arise in planning or day to day operations
• Flexibility, commitment, sensitivity and a sense
  of humour. These are important attitudes to
  contribute to performance
• Liaising and consulting, motivating and
  encouraging others
• Helping to initiate and manage change
• Time management and managing stress techniques