1. COMMUNICATING YOUR WAY THROUGH CONSTANT CHANGE By Carl Stokes

2. Review

3. Objectives 1.Introduce Soft Skills Applicable to Virtual or Physical Environments 2.Increase Your Self Awareness 3.Invite Discussion and Feedback As a Way of Learning 4.Learn to Communicate Through Constant Change

4. Agenda 1.Intro (5min) 2.Ice Breaker (20 min) 3.Waterline Model Overview (5 min) 4.Skills Group (60 Min) 5.Check-in /Feedback/Close (15 min)

5. Ice Breaker 1.Set the Environment/Container 2.Simulate Some Implicit Conditions 3.Meet Others!!

6. Waterline Model Overview

7. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ TASK WATERLINE MAINTENANCE GOALS Reality of Group Dynamics

8. Task Functions Developing the Agenda Initiating Information Seeking Information Giving Opinion Giving Elaborating Coordinating Evaluating Energizing Structuring Summarizing Consensus Testing Reality Testing TASK GOALS

9. Maintenance Functions Gate keeping Encouraging Harmonizing Consensus Seeking Giving and Receiving Feedback Standard Setting Tension Relief Expressing Group Feelings / Perceptions Processing ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ TASK WATERLINE MAINTENANCE GOALS

10. Dysfunctional Behavior Blocking Power Seeking / Power Struggles Recognition Seeking Destructive Competition Dominating Excessive Clowning Silence, Prolonging Tasks, Others…

11. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ STRUCTURE (Goal & Roles) GROUP (Dynamics & Development) INTERPERSONAL (Between 2 People) INTRA-PERSONAL (within an individual) TASK WATERLINE MAINTENANCE GOALS Maintenance Levels

12. Structural Issues (Roles and Goals) Confusion about the task or goal Confusion about one’s role in the task Disagreement about what’s more important Unclear reporting structures Unclear ownership of various parts of the project or responsibility for hand-offs Do all members share (and can they articulate) the primary goal? Can members get answers to questions easily, or is a committee needed to make the decision on numerous routine questions? Is it clear what decision-making style is being used, and when? Some Diagnostic Questions For “Role” issues

13. Decision Making Styles Decide after consultation and/or recommendation delegation Style #6 - delegation Delegate the decision with clear parameters of freedom. Ask for paraphrase to make sure clear. autocratic Style #1 - autocratic Decide unilaterally and announce decision. Ask for paraphrase to make sure you have been clear. consensus Style #5 - consensus All agree after discussion. majority Style #4 - majority Majority vote with leader having one vote … no veto power. consult Style #2 - consult Almost decided, check reactions before final decision. recommend Style #3 - recommend Solicit inputs before deciding. Decide and Tell Followers share in decision Delegation of decision with clear parameters AutocraticConsultative Group Decision Delegation LEADER DECIDES FOLLOWERS DECIDE PARTICIPATORY MANAGEMENT

14. Skills Group 1.Interactive Skill Group Sessions 2.Work in Small Groups 2 participants and an observer per round Rotate 3.Faster Pace 4.Introduce/Demonstrate/Practice Skill 5.Try to observe: What’s Going on in You What’s Going on with the Other What’s going on in the room 6.Relax and Have Fun!!

15. Check-in Feedback

16. REFERENCES Friedman, E. (2007). A failure of nerve. New York, NY: Church Publishing Inc. Waterline Model based on work by R. Harrison, J. Scherer and R. Short

17. Contact Info Carl Stokes Anthony_Carl@msn.com

18. Appendix

19. GROUP ISSUES (DYNAMICS AND DEVELOPMENT)  How is conflict being handled?  Is the “Integration” stage disproportionately troublesome relative to individual contributions?  Can members (or leaders) identify what the group ‘norms’ are?  Are these norms consistent?  Are the norms supportive or challenging to the accomplishment of the goals?  Are there ‘silent’ members who’s contribution is not clear or being maximized?  When a decision is made, is the group clear what it actually was?  Are “group” problems masking unclear “Roles”

20. INTERPERSONAL ISSUES (BETWEEN 2 PEOPLE) Do people avoid each other rather than face conflicts they have not been able to resolve? Can feedback be presented effectively? Is feedback received effectively? Are members able to learn from each other? Are there frequent misunderstandings?

21. INTRA-PERSONAL (WITHIN AN INDIVIDUAL)  Is there something going on that distracts the individual or team? (family, illness, RIFs)  Do members have the skill required to accomplish their tasks?  Is someone’s personal belief, values, or self-assessment of skill/role a barrier to flexibility within the team?  Is there a language barrier hampering effective communication?

22. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ STRUCTURE (Goal & Roles) GROUP (Dynamics & Development) INTERPERSONAL (Between 2 People) INTRA-PERSONAL (within an individual) TASK WATERLINE MAINTENANCE GOALS Paying attention to the group’s maintenance issues is intended to serve two goals: 1) accomplishment of tasks and 2) enhancement of the work relationships of group members. Goals-objectives Functional roles Decision making Inclusion Influence Patterns of communication Inter-dependence Communication skills Feedback Conflict Individual internal experience Beliefs Values Assumptions SUMMARY