CHCCOM4B Develop, Implement & promote Effective Communication Techniques

CHCCOM4BDevelop, Implement & promote Effective Communication Techniques Tutor: Sally Dusting-Laird

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

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

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

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

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

STRATEGIES FOR DEVELOPING AND DISSEMINATING INFORMATION Service managers need to be accountable to: • The government • The clients • The wider community

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

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

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

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

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

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

STRATEGIES FOR DEVELOPING AND DISSEMINATING INFORMATION To ensure high standards of quality it will be necessary to review: • Services • Policies • Practices

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

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

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.

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

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

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

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

ESTABLISHING & REVIEWING CHANNELS OF COMMUNICATION Management should aim to: • Develop partnerships with their clients • Staff • Community

ESTABLISHING & REVIEWING CHANNELS OF COMMUNICATION They should provide • Support • Information • Opportunities for open communication and co-operative decision-making

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

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

COMMUNICATION POLICIES Communication policies may include guidelines and practices. They should outline the organisation’s: • Lines of communications or channels • Responsibilities and expectations of how staff gather, use and disseminate information

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

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

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

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

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

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

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

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.

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.

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

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

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

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

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

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

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

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

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

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

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

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

CHCCOM4B Develop, Implement & promote Effective Communication Techniques