Communication Experts’ Workshop BRICKS PROJECT

Workbook

BRICKS Project Communications Expert

Meeting Ouagadougou, Burkina Faso 26 – 29 May 2014

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Preface

This workbook is adapted for the meeting in Ouagadougou, Burkina Faso (26 – 29 June 2014), organized by the International Union for Conservation of Nature (IUCN) West Africa Programme, in partnership with the IUCNs Commission on Education and Communication, Purple Meerkat PR and HECT Consultancy.

For this meeting and workbook, use is made of materials and publications developed by:

• HECT Consultancy (Netherlands), http://www.hect.nl • Futerra Sustainability Communications (U.K.), http://www.futerra.co.uk/CEPA

Toolkit, SCBD, IUCN, http://www.cbd.int/cepa/toolkit/2008/cepa/index.htm • A guide to Participatory Planning, Ramsar,

http://www.ramsar.org/pdf/outreach_actionplanning_guide.pdf#9 • Sell the Sizzle, Futerra, http://www.futerra.co.uk/downloads/Sellthesizzle.pdf • The IUCN Commission on Education and Communication, http://www.iucn.org/cec/ • The Art of Positive Change, http://cepatoolkit.blogspot.com • Jump-start your sustainability change strategy with marketing expertise,

www.frogleaps.org • My Hotel in Action http://cmsdata.iucn.org/downloads/iucn_hotel_guide_final.pdf° • Unilever’s 5 levers for change http://www.unilever.com/images/slp_5-Levers-for-

Change_tcm13-276807.pdf & http://cepatoolkit.blogspot.nl/search?updated-max=2012-05-04T17:14:00%2B01:00&max-results=10

Where texts of others are used literally, the source has been indicated, or the text is accompanied by the logo. In this workbook – specially made for the occasion of this meeting - texts developed by others than HECT Consultancy are not specified nor is prior permission asked for the use of these materials. The same applies to the visuals used. The image on the fromnt page is from E-reputation management (http://e-reputationmanagement.com/hire-reputation-management-companies/). Further publication and dissemination of this workbook other than for internal training in the organizations of participants is therefore not legal. The workbook starts with preparatory reading material on strategic communication for protected areas that participants are advised to go through before the meeting to have a similar baseline knowledge. The rest of the workbook is directly related to the various sessions of the meeting: templates for group work and individual assignments and some theory . To which session the various materials belong, is indicated in the text.

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Meeting Program

The objectives of the meeting are to:

• Present AND validate the BRICKS Communication Strategy & Action Plan to achieve the 4 communication objectives that have been approved during the launch of the BRICKS project. We use the word “introduce” as many of the Communication Specialists from the 12 SAWAP projects did not attend the Ouagadougou Conference.

• Present the results of the Communication Needs Assessment survey that was distributed to the 12 SAWAP countries.

• Complete and validate the map of stakeholders. • Identify barriers and opportunities for sharing best practices and promoting

collaboration among the project teams. • Identify and clarify the roles of each actor in the implementation of specific

communication strategy for each target group identified in the draft BRICKS Communication Strategy.

• Develop a one-year action plan for the three implementing agencies of the BRICKS project, starting from July 1st, 2014 to June 30th, 2015.

• Introduce the communication tools that will help in implementing the strategy (Training).

The methodology of the meeting is based on principles of professional updating, adult learning and group work.

AGENDA

DAY 1. 26 May

08.30 hrs Registration – What would you learn more

09.00 hrs Session 1. Welcome and introductions to GGWSSI, the online platform and the BRICKS project

10.30 hrs Coffee

11.00 hrs Session 2. Introductions

13.00 hrs Lunch

14.00 hrs Session 3. Communication challenges and experiences in the projects so far

16.00 hrs Tea

16.30 hrs Session 4. Communicating BRICKS: Branding the Great Green Wall Initiative

18.00 hrs Evaluation of the day – closed; mood barometer

18.30 hrs Cocktails

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DAY 2. 27 May

08.30 hrs Where are we? (presentation by two participants)

09.00 hrs Session 5. Communicating BRICKS: different roles for communication

10.30 hrs Coffee

11.00 hrs Session 6. Communicating BRICKS: Analyzing stakeholders group work

13.00 hrs Lunch

14.00 hrs Session 7. Communicating BRICKS: Analyzing stakeholders plenary

16.00 hrs Tea

16.30 hrs Session 8. Communicating BRICKS: interventions to key stakeholders

18.00 hrs Evaluation of the day

18.30 hrs Dinner (Free)

DAY 3. 28 May

08.30 hrs Where are we? (presentation by two participants)

09.00 hrs Session 9. Communicating BRICKS: SWOT Analysis BRICKS/SAWAP

10.30 hrs Coffee

11.00 hrs Session 10. Enhancing the BRICKS Communication strategy

13.00 hrs Lunch

14.00 hrs Session 11. Enhancing the BRICKS Communication action plan

15.00 hrs Session 12. Validating the Strategy and Action Plan

16.00 hrs Tea

16.30 hrs Session 13. Enhancing communication skills identied at the registration

17.30`hrs Session 14. Evaluation of the workshop & Lessons learned

18.00 hrs Closure

DAY 4. 29 May

Optional: 2-3 hours communication training session using digital mirrors

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Sahel and West African Program (SAWAP) / Great Green Wall Initiative (GGWI)

A mosaic of sustainable land uses and community based land and water management practices in climate-vulnerable areas through 12 countries in the SAWAP region: Benin, Burkina Faso, Chad, Ethiopia, Ghana, Mali, Mauritania, Niger, Nigeria, Senegal, Sudan and Togo.

The SAWAP / GGWI is a pan-African proposal to tackle poverty and the degradation of soils in the Sahel-Saharan region.

Its operations are funded by the GEF, the Least Developed Countries Fund, and the Special Climate Change Fund in addition to World Bank investments in agriculture, local development, forests, energy, or disaster risk management.

The BRICKS project support SAWAP by providing knowledge and monitoring services to the 12 country projects to help identify and disseminate lessons and good practices on sustainable land and water management practices for a resilient and stable Sahel and West Africa.

BRICKS aim to strengthen country project implementation and secure robust development gains that not only help reduce poverty, but also build the resilience and coping capacities of poor communities living in ecologically fragile and harsh environments.

The BRICKS project serves as an interface with partners such as the African Union Commission, FAO, and UNCCD to ensure complementarities and synergies.

BRICKS will be co-implemented at regional level by three Centers of Excellence that will provide on-demand technical assistance, advisory servies and regional platform for cross-references:

• Interstate Committee for Drought Control in the Sahel (CILSS) – Leads regional Knowledge Management Activities

• The Sahara and Sahel Observatory (OSS) – Leads geospatial services, monitoring and evaluation

• The West and Central Africa Office of the International Union for Conservation of Nature (IUCN-PACO) – Leads in biodiversity, networking strategies and strategic communication.

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BRICKS STRATEGIC COMMUNICATION and NETWORKING

The overall development objective of BRICKS is to improve accessibility of best practices and monitoring information within the SAWAP portfolio on sustainable land use and management. The institutional context of the BRICKS Communication strategy can be seen as follows:

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INTRODUCTION ON STRATEGIC COMMUNICATION

Refresh your knowledge on strategic communication by scanning this introduction before coming to the meeting.

ASSUMPTIONS

“People are rational” “People always make conscious decisions” “People are self-determining autonomous individuals”

It is an assumption that information leads to attitude change and that new attitudes will lead to behaviour change. This ignores “psychological congruence”: first change behaviour and attitudes will follow; Think of drink-driving law enforcement, “no smoking” regulations, electronic tolls. It also ignores “reinforcement theory”: Communication is most effective when reinforcing existing beliefs, attitudes and behaviours. Think how advertising for new brands works (awareness of USP -unique selling proposition). Advertising of existing brands is directed at existing brand users and is reinforcing existing behaviours!

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Perception is the only reality

The more we know about our audience the more effective we can communicate, get our messages across and realize the desired behaviour change. Therefore it is important to invest in advance in audience research. Whatever science has proved beyond any doubt, for the public what counts is their own perception of reality, the views and values of their family, friends and peers. People’s behavior is more driven by emotions and ingrained thought patterns than by rational decision making based on information and weighing of costs and benefits.

Maslow’s pyramid

Need for self-realisation

Physiological needs

Need for security

Need for social acceptance

Need to be appreciated

The most important values and drivers for human behavior are represented in Mazlow’s pyramid: physiological needs, security, social acceptance, being appreciated, self realisation. If we want to communicate we have to relate to what the audience thinks is important, not to what we think is important, or just focus on what we want them to do.

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When is communicationstrategic?When it leads to the desiredaction or behaviour change.

What makes communicationstrategic?

When communication is • targetted, • aimed at change of attitudes

and behaviour, • based on understanding of

drivers, emotions and motives for behaviourchange.

When objectives determine the message and the selection of channels and media.

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Behavior is less rational than we may think We tend to make ‘hot’ choices – “what I want to have”, over ‘cold’ choices – “who I want to be”. Satisfying immediate needs is an instinct humans share with animals: (fast) food, power, whatever turns you on. Civilization has also brought other values, says psychologist Roos Vonk, but mostly those moral values lose from our instincts. We consume on impulses to satisfy our immediate desires. Even if it means compromising our moral values of fair trade, child labor, CO2 and ecological footprints, health etc. Unconsciously our mind ‘explains away’ the potential objections from our consciousness, so that we still can feel good, whatever choice we make. Firstly our mind acts like a spin doctor when dealing with cognitive dissonancy: “For a healthy diet I simply need to eat meat”; “meat is just delicious, I can’t imagine a meal without it”; “I already do so much for the environment”; “Biological products are far too expensive”; “I only eat biological meat or buy fair trade products”. Etc. Secondly our mind unconsciously appeals to the paradigm of individualism: “I want to do my thing”, “I have a right to live and consume the way I prefer”, “I am free to choose what makes me happy”; “I happen to like buying new stuff”; “I do what is good for me”; “I follow my gut feelings and instincts”. Etc. Thirdly our mind appeals to dominant social and moral values: “it is not immoral to eat meat, to fly etc.”; “There is no law against…”; “The government acts in the same way”. In communicating sustainability Roos argues it is best to address the hot choices by appealing to the cold ones: “do you have an inferiority complex that you need to drive a Hummer?”; “If you consume like others, is that compatible with your personal values?”; “Isn’t it the core of individual freedom to pursue the values you believe in?”

Behaviour

Infra-structure

Habit

SocialProof

Decisions are governedby habit, emotions and instinct

People are influenced bywhat others around themare doing.

The physical environment affects how people behave

Drivers of behaviour

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Communication objectives

Communication objectives always describe the desired change in knowledge, attitudes and behaviour of a well defined and segmented audience.

Formulate for your main audience the communication objectives.

Knowledge

Attitudes

Behavior

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Effective communication methods for adaptation

When planning to communicate to an audience always let the message and the audience be decisive for the choice of media. Communication works best when its simple and personal. Face to face and one-one-one communication is ideal. Explore different channels that suit your adaptation objective, audience and messages best. Set examples and let others tell the story. Always (pre)test and evaluate your media choice.

What makes a good presentation? Use visuals A picture says more than 1000 words. People retain only 7% of the text of a presentation; 38% of what they remember is your voice; 55% of what they remember is what they see. What do you want them to remember? Organize the content of the presentation not around the information you think that is important, but the three things you want the audience to remember about you and your story. And don’t forget what they should do about it. Make sure you do not loose your audience Some forms of interaction always is useful. Questions, a short quizz will work either to get attention or to make your point. It also provides you with an insight where the audience is with regard to the subject matter. And keep looking at the audience, not at your visuals.

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INTRODUCING BRANDING

Branding is very important to your target audience. The GGWI, as well as your project, has unique, sustainable competencies in delivering against the benefit that your audience will receive. Use the uniqueness of your project to give structure and clarity to the GGWI / project messages. Below is a matrix that you can use to develop key points.

What is your target audiences experience of the GGWI

1 2 3

Attributes - What is a distinctive characteristic of the GGWI (eg. Global) or your project (eg. regional)

Functions – What does the GGWI initiative bring to your project (eg. creditability, guidance, support)

Rewards – What benefits does your audience gain from the GGWI (eg. opportunity)

Values – What core values does the GGWI offer? (inspiring, wealth generation)

Personality – What type of personality would you assign to your brand (Project) (eg. motivating, empowering, productivity). Personalities are emotional.

Brand vision – What statement summarizes the GGWI (global growth) or your Project

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DAY I. Monday May 26, 2014

Session 2 - Introductions of people and projects

II. SAWAP Portfolio of 12 country projects

BeninForest & Adjacent

Land management

Burkina Faso

Community Based Rural

Development

ChadEmergencyAgricultureProduction

Support

Ethiopia

SustainableLand

Management

Ghana

SustainableLand & Water management

MaliManaging

NaturalResources in a

changingclimate

Mauritania

Rural Sector Development

NigerCommunity

ActionProgram

Support 3

Nigeria

Erosion and Watershed

Management

Senegal

Sustainableand InclusiveAgribusiness

SudanSustainable

NaturalResource

Management

TogoIntegrated

Disaster and Land

Management4

What would make this meeting a success?

Think about your experience with peer exchange, group meetings and international meetings, and write down on a piece of paper what the two most important features are when people work together really well. Once we all have written this down, we share. Then we agree which of these process features to accept as principles for our meeting.

Group responsibilities

• We need a time keeper, who makes sure we end sessions in time for coffee breaks, lunch and dinner and who also makes sure we can start the next session in time. Who volunteers today, tomorrow and the last day?

• We need Tuesday and Wednesday at the beginning of our sessions 2 volunteers respectively, who summarize in a short PP presentation what our learning from the previous day. Who volunteers?

• At the end of each day you are requested to tick the mood barometer.

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Aim:

To get to know each other and understand the program and meeting approach.

What to do:

Drawing – country, motiviation, expectation, character trait, and name (leave out)

What you will need: Flip chart

Meeting Methodogy

The meeting will be facilitated according to principles of effective peer exchange, professional updating and adult learning.

Retention rate of learning methods

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Session 3. Key Communication Challenges, Opportunities & Experiences (30min brainstorming, 1hr presentations,

Aim:

• To identify key barriers to effective communication

• To explore why such barriers exist

• To identify good practices from

What to do:

1. Short inventory of comm activities you are doing? 2. What has been difficult (barriers) 3. How best they can overcome barriers (opportunities)

• Participants will be divided into 9 groups. • Identifity the most important activity and barrier, using one keyword that you would

present to the plenary (use flip chart) • Plenary discuss how to overcome barrier / suggestions / recommendations

o Share examples if possible • Presenter reveals their solution (jumps)

What you will need: Flip chart and markers.

Activities Barriers Solution

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Session 4. Branding the Great Green Wall Initiative (GGWI) of the Sahara and the Sahel

Aim:

• To encourage participants to think about the language they use for each audience.

• To demonstrate how a brand is affected by every communication leaving the project.

• This exercise gets participants to think about how their projects fit into the larger scheme of the GGWI, as well as think about the adapting language for each target audience.

What to do:

• In a few sound bites, explain the essence of the GGW • 9 groups: Each group will work on an elevator pitch presentations for a specific audience,

answering this key scenario: o Suppose you are invited to a high-level meeting. Enroute to the meeting, you find

yourself sitting next to the Minister of Foreign Affairs, asking you what you do. How would you present the GGWI to the Minister? What would you say? How would communicate the GGW?

• Prepare a one slide presentation – (good story that they can use for the printed materials) What you will need: Laptop Rules • The project coordinator or representative of project or organization (not communication staff)

will do the reporting • The whole group discusses the text essence (wording and pitch) of the elevator talk. Whole

group acts as advisors • Elavator pitch should be 2 minutes in length • Free-speaking (TED style)- no reading

Report back to plenary. Plenary:

• Listerners should state (1) What did they like about the elevator pitch, and (2) What they would do differently.

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Day II. Tuesday May 27

Session 5. Communicating BRICKS – Different roles for communication

Aim:

• To explore different avenues on reaching key audiences • To understand that each audience have a different communication objective

• To encourage participants to think about the language they use for each audience.

What to do (45 mintues):

• In a few sound bites, explain the essence of the BRICKS project • In pairs (LEFT-HAND Neighbor), discuss the main elements of the BRICKS project Rules • Without using scientific language, describe BRICKS in two sentences • Free-speaking (TED style)- no reading • Remember to give people a warm feeling (emotions) Report back to plenary. • A selected group of people will present back to plenary

What to do (45):

Read the following slide about corporate communication and discuss:

• the differences between corporate image and corporate identity • the way we organize corporate and other communication in our projects

Corporate imageMental picture that springs up at the mention of the name of anorganization.

It is a psychological impressionthat continually changes with theorganization’s circumstances,its coverage in the media, itsperformance, the behavior ofstaffs etc.

Current identity

Desired identity

Current image

Desired image

Managing image & identity

Determinedby the organisationand its staff

Determined by people outsidethe organization

Corporate communication

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Work with your RIGHT-HAND neighbour and discuss the following questions:

• What is the difference and what are the relationships between internal, corporate and marketing Communication?

• Why is that relevant for BRICKS, and how should that be organized? • Who are the BRICKS audiences?

Session 6. & 7. Communicating BRICKS: Analyzing stakeholders

Aim:

• To identify key stakeholders

• To explore different avenues on reaching key audiences

What are stakeholders?

Environmental problems are often complex. There are many stakeholders involved. For a Regional Project, stakeholders are those organizations and people who are affected by the goal of the GGWI: local communities, the government, transport, tourism, agriculture. Each group has its own agenda. Their views differ. They talk in different languages. To reach your aims, you need to involve the stakeholders and make your actions part of their agenda!

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What to do (30-45 min for group work – 30 min to share): Identify stakeholder

A Stakeholder analysis –It provides you with an overview of relevant people and organizations for your project. It shows you risks and opportunities. It makes clear who should be informed, who should be consulted and who should be partner in your actions. It also helps you decide on who you should focus most of your efforts. Group work: Participants will work in their country teams to finalize the stakeholder map, reflected below. Discuss which stakeholders are missing. Be as detailed as possible Information that is needed from participants: Need to segment – who is the ministry of environment? You need to know who you would write the letter or email to?

• Country project teams of SAWAP portfolio • International and regional partners • Donors (GEF and others)

• Project coordinators • Country level actors and institutions • Regional institutions in different sectors • Decision makers

• Academic institutions • Beneficiaries at local level • NGOs • Implementing agencies

What you will need: • Flip Charts

Plenary – report back

Session 7

Aim:

• To analyze stakeholders

•

Guidelines for Plenary reporting and discussion:

Keep in mind: Read first in the boxes below the instuctions on how to analyze stakeholders in three steps and then refresh your knowledge on roles of stakeholders.

How can I analyze my stakeholders in three steps?

1. Map your stakeholders. Make a list of people and organizations who are affected by the changes you propose.

2. Understand your stakeholders. For each stakeholder find out what their interest is

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in the changes you propose. Find out what benefits or disadvantages they will experience when you realize your changes. Do they gain or lose? And find out if they have power to help you succeed or fail. For this step you need to go to the stakeholders and ask questions. Face to face. Open and honest. Listen carefully. Do not impose your views. During this step, their view is the only view that matters.

3. Identify desired role of your stakeholders. Decide how you involve them in your

project: just inform them, also consult them or partner with them: give them responsibility for your project’s activities.

Now you know who you need to succeed and how to focus your energy: Partner with key players, keep high power stakeholders happy, give tools to fans to create word of mouth and keep bystanders informed. For this big leap you need two-way communication: sit around the table and agree on desired roles and actions.

Roles of stakeholders Ambassadors: Invest medium efforts to inform and motivate them so they will help during key moments: praise your initiative in public and in formal settings during key moments, give access to their networks, help to open doors, support to help you find money. Potential partners: Invest maximum efforts to engage and motivate them so they will take responsibility to help you achieve your goals. Bystanders: Invest minimal efforts to inform them so they will raise their interest and support your activities in the future (become fans). Fans: Invest medium efforts to inform and motivate them and give them tools to create word of mouth. After refreshing your knowledge about mapping, analyzing and assigning roles to stakeholders, work in pairs to practice stakeholder analysis for the conflict you have selected. Use the matrixes below. After this exercise we will share our findings and provide each other comments and suggestions.

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Stakeholder analysis matrix

What to do:

• 4 flip charts (one english) with names of stakeholders identified by participants in previous sessions

• Participants fill in the empty box • Participants can walk around to other stations • Give feedback from facilitators

Map who is affected by our Project?

Understand Interest in our Project, gain or lose? (range +++/---)

Understand Power to help you succeed or fail (range high/low)

Desired role Who is bystander, fan, ambasador or partners?

Government agencies and people 1. 2. 3.

For profit businesses and people 1. 2. 3.

Not for profit organizations and people 1. 2. 3.

Stakeholder matrix

What to do:

• Use cards (unlimited) and participants the name of the stakeholders • Do the same thing for their SAWAP project / programmes, etc. In their projects it will be

on specifics

Power high Ambassadors

Partners

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Power low Bystanders

Fans

Interest Low Interest High

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Session 8: Strategic interventions to key stakeholders using the matrix below as a starting point

What are our main specification for our stakeholders?

What to do:

• Choose one stakeholder from the matrix • Identify a communication objective for each stakeholder

Audience (WHO) Communication

objective Message (WHAT)

Medium (HOW)

Schedule (WHEN)

Responsible

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DAY III. Wednesday May 28, 2014

Session 9. SWOT Analysis for BRICKS or SAWAP Project

Aim:

• To evaluate the strengths and challenges and external opportunities and threats to BRICKS project communication strategy

What to do:

Participants will be divided into four groups. Each group will rotate, stopping at each of the four stations – “Strength” “Weakness” “Opportunities” and ”Threats” – for a designated period of time. What you will need: • Flipcharts and markers • Stickers

Guiding questions: • What do you see in your own country as an Opportunity and as Threat that can impact

BRICKS Project? • Where are the Opportunities for communicating to make an impact Plenary • Change after every 10 minutes • One person stays at the station to introduce the SWOT of each station SWOT Analysis Matrix: To begin this exercise using the SWOT analysis, list all of its Strengths, Weaknesses, Opportunities and Threats in terms of the scope of communications activities covered by your project.

Inte

rnal

Strengths What are the strengths of your project and its communications activities? Consider positive attributes that you can control.

Weaknesses What are the potential weaknesses of your project and its communications activities? What could be damaging or negative? Consider weaknesses that can be improved

Exte

rnal

Opportunities What communications opportunities are there? Is there anything new, different, interesting or unique in your project that you could capitalise upon for publicity? Summarize ways you can take advantage of opportunities that are outside your control

Threats Are there any potential threats that your project could face? What might go wrong? How could this affect your communications and PR activities? Analyze external conditions that could pose a threat to your

Discuss:

What does this means for BRICKS communication?

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Session 10. Enhancing the BRICKS Communication Strategy

Aim:

To enhance the existing BRICKS communication strategy

What to do:

Participants will be divided into four groups. Each group will be assigned one of the Communication Objective, which they will use to brainstorm the strategy. • Group 1 - Harmonize strategies, actions and tools in support of the GGW and sustain

multi partners’ regional dialogue. • Group 2 - Build a community of practice and promote collaboration among the project

teams and key stakeholders of the SAWAP portfolio as well as with the implementing institutions of the BRICKS.

• Group 3 - Effectively disseminate knowledge on integrated management of natural resources, climate change, and natural disaster.

• Group 4 - Strengthen the communication capacity of the SAWAP project teams What you will need: Copies of the draft BRICKS communication strategy. Guiding questions for discussion: Prepare from your discussion,

• Key words of what your objective is about • Key audiences for each objective • How do you know it is realized • How can we detail the objectives into smart targets? • What are indicators of success? • How do we organize the communication? Who is responsible for what?

NOTE: Get to the essence of what the objective is about. When your group report back, we will provide you with positive feedback on how to present.

Session 11. BRICKS Communication Action Plan

Aim:

To validate the BRICKS communication action plan

What to do:

Participants will be divided into four groups. Each group will be assigned one of the Communication Objective, which they will use to brainstorm the action plan. • Group 1 - Harmonize strategies, actions and tools in support of the GGW and sustain

multi partners’ regional dialogue.

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• Group 2 - Build a community of practice and promote collaboration among the project teams and key stakeholders of the SAWAP portfolio as well as with the implementing institutions of the BRICKS.

• Group 3 - Effectively disseminate knowledge on integrated management of natural resources, climate change, and natural disaster.

• Group 4 - Strengthen the communication capacity of the SAWAP project teams What you will need: Copies of the draft BRICKS communication action plan. Guiding questions for discussion: Prepare from your discussion, in a few sound bites,

• What are the first steps we should take to realize the objective?

• What can you commit to do as first steps to help realize the objective? (id time)

• Identify who is repsonbile for each activity

•

Session 12. Validating the BRICKS Communication Strategy and Action Plan

Aim:

To validate the BRICKS Communication Strategy and Action Plan

What will happen?

Siding procedure – make a card board that everyone can sign to commit to working together to realize the communication

Session 13. Enhancing communication skills identified at registration

*Play by ear – we can switch session 12 and 13 if people are generally happy with the strategy and action plan.

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Session 14. Lessons learned, evaluation day 1-3, what will we do differently?

The three most important things I learned in this meeting are: 1. 2. The three things I will from now on do differently in my job are: 1. 2. What I liked about the meeting was: 1. 2. What I can do next week to practice my learning, is: 1. 2. Other observations or good advice on how we should continue as a learning community: