Supportive Conversation

Click here to load reader

download Supportive Conversation

of 44

  • date post

    04-Jan-2016
  • Category

    Documents

  • view

    83
  • download

    0

Embed Size (px)

description

Supportive Conversation. A workshop for All teaching staff Developed by Dr Ray Bale. #1 Conversation Land Mines #2 Conversation Hotspots. #3 The Way We Respond to Engagement with Others #4 The Questioner’s Framework #5 Effective Delegation. 5 Conversation Tools. Text. Voice. - PowerPoint PPT Presentation

Transcript of Supportive Conversation

  • Supportive ConversationA workshop forAll teaching staffDeveloped by Dr Ray Bale

  • 5 Conversation Tools#1 Conversation Land Mines

    #2 Conversation Hotspots#3 The Way We Respond to Engagement with Others#4 The Questioners Framework#5 Effective Delegation

  • A ConversationVoicePhysical BehavioursFaceConversation PartnerHumanNatureHearingSeeingLocationPurposeText

  • The Map is not the TerritoryConversation is:Highly interactive- Has many componentsIs holisticConversation is a skillIt requires practise- We move through the learning cycle- When its second natureIts a very powerful toolA Conversation can only be effective If you have a clear purpose

  • Conversation Landmines8910111213141516

  • 8The Destructive Power of Why?Conversation Landmine

  • 9Calm down or Be reasonable( Give him or her a pen and paper and say: Write it down.)Conversation Landmine

  • 10Because those are the rules.Conversation Landmine

  • 11You never . . . or You always . .Conversation Landmine

  • 12Why cant you be reasonableConversation Landmine

  • 13Ego-statements.Conversation Landmine

  • 14Suggesting improvementsConversation Landmine

  • 15Waiting to pounceConversation Landmine

  • 16Looking or thinking elsewhereConversation Landmine

  • ConversationHot Spots171819202122

  • 17ReciprocationConversation Hotspot

  • 18Commitment and ConsistencyConversation Hotspot

  • 19Social TruthConversation Hotspot

  • 20Liking and being likedConversation Hotspot

  • 21Expertise and authorityConversation Hotspot

  • 22ScarcityConversation Hotspot

  • 23Conversation Tool # 3 The Way We Respond to Engagement with Others.

    what is happening on the other side of the conversation?Human NatureMotivation to act.FearDesireIndicatorsBodyVoiceFace

  • 24Conversation Tool # 3

    The Way We Respond to Engagement with Others.

    How are we perceived in a conversation?Professional relationshipSocial RelationshipExpectationsLocationBodyVoiceFaceText

  • 25Conversation Tool # 3

    The Way We Respond to Engagement with Others.

    How do we understand the factors driving the conversation partners behaviour?EmpathySympathy is an emotion.Empathy is a toolEmpathy uses emotion and reason to understand

  • EmpathyEnvironmentCulturePersonal HistoryProspectsHomeIncomeFamily AspirationsTownGroupBeliefsExtended familyTraditionsSocial truthsFoodDrinkSleepSiblingsFriendsPost-SchoolExternal SupportEmpathy in Action

  • 26Conversation Tool # 3

    The Way We Respond to Engagement with Others.

    What are conditional responses? What do they look, sound, feel like?What is said and what is actually happening are not always the same.EyesFacePostureVoiceDirectionBreathingTrust your non-conscious perception

  • 27Conversation Tool # 3

    The Way We Respond to Engagement with Others.

    How clear are you on the purpose of the conversation before you commence talking?What is your goal?When do you want it to happen?How will you monitor progress?Have you rehearsed the conversation?

  • 28Conversation Tools # 4

    The Questioners Framework

    Objective QuestionsData questions.Common ground based on common informationSpecificOpen-endedExamples:What time did this happen?Who was present?What was said?Where were people standing?Who spoke first?Where was..?

  • 29Conversation Tools N# 4 The Questioners FrameworkReflective QuestionsFeelingsPerceptionsInternal responsesValid. Nothing to do with facts.Establishing rapportExamples:What did it remind you of?How does it make you feel?Where did you struggle with this?What surprised you about it?How did you feel when you found out?What do you remember about?What reason did you have for ?

  • 30Conversation Tools N# 4 The Questioners FrameworkInterpretive QuestionsBrings together Objective, Reflective and Third Party information.Impact on othersThoughts and feelings of othersExpectations from othersWhat will happen if nothing changes?Examples:What does this mean for the future?How will this affect your relations with?If nothing is done, what will happen?What do others think and feel about this?What have we learned about the impactthis has on . . .?What would you change if you could?

  • 31Conversation Tools # 4 The Questioners FrameworkAction QuestionsWhat to do.Choice is vital.Three options minimum.Actor must formulate choices.Examples:What can you do about this in the future?What can you do to change things?What do you want to see happen?What help/support do you need to do this?What new information/knowledge do you needto move forward?

  • 32Conversation Tools # 4 The Questioners FrameworkDecisional Questions.Ownership of the future actionCommitmentResponsibilityNecessity for a timelineReviewExamples:Which is the best course of action?What is the first step in implementing thiscourse of action?What does the course of action require youto do?When will you begin to do that?How will you/I know you are succeeding?

  • 33Conversation Tools # 4 The Questioners FrameworkPractice Conversation:

    The Staff Bully

  • 34Conversation Tools # 4 The Questioners FrameworkPractice Conversation:

    The Aggressive Parent

  • 35Conversation Tools # 4 The Questioners FrameworkQuestions and Discussion

  • 37Conversation Tool # 5 Effective DelegationWhy delegate?What is delegation?OutputStrategiesHoursInHoursOutValue of strategy.Do it yourself11Only for highly sensitiveor life-changing tasksAssign to other(s)Depends ontraining req.Depends on no.of repetitionsBest practice for regular and routine workDelegateVaries withlevel of delegationMultiples ofdelegationinput timeMost productive way to achieve high levels ofcommitment, responsibilitytaking and output.What are our alternativesAnd how do they compare?

  • 38Conversation Tool # 5 Effective DelegationKey Points of Delegation Practice.1] The goal of delegation is threefold:Effective use of resources.- Staff Development- Effective use of time2] Delegate according to skill level, Knowledge and experience of Delegatee.3] Analyze situation in terms of importance of taskand existing skills, knowledge and experience levelsof staff.

  • 39Conversation Tool # 5 Effective Delegation

    The Four Levels of DelegationLevelType of delegation, support, praise and redirectDelegateeLevel 1.Instructing tell, show, modelFrequent monitoring and meeting, check carefullyOversight of decision making and implementationHigh level of support. Praise satisfactory progressat incremental achievement level. Redirect asneededBeginner-enthusiastic-energetic-inexperiencedLevel 2.Coaching - show, modelmonitoring, check task achievement- Oversight of major decisions- High level of support, frequent meetings- Praise progress and incremental outcomes. Redirect as needed.Experienced personmoving into new area of responsibility

  • 40Conversation Tool # 5 Effective Delegation

    The Four Levels of DelegationLevelType of delegation, support, praise and redirectDelegateeLevel 3Assisting show, modelLess frequent monitoring, observe that task isbeing done.- Discussion of major decisions- Regular meetings as needed- Expectation of success- Praise progress and stage outcomes. Redirectas needed.BeginningexecutiveExperiencedperson in familiar area of responsibilityLevel 4.Delegating learning withDiscuss requirements of task, accept suggestions- Informal monitoring- all decisions made by delegatee- praise outcomes and progress- no need for redirectHighly competent.experienced andcommitted person

  • 41Conversation Tool # 5 Effective DelegationTwo Illustrations Why Levels of Delegation Are Useful.Low SupportHighSupportDirectingDelegatingLevel 1.Level 2.Level 3.Level 4.Effectiveness InclineChart

  • 42Conversation Tool # 5 Effective Delegation Competence and CommitmentChartDelegatee ProfileCOMPETENCE

    HighLowCOMMITMENTLowHighLevel 4.DelegateeLevel 3 DelegateeLevel 2 DelegateeLevel 1 Delegatee

  • 43Conversation Tool # 5 Effective DelegationPractise:

    Planning the Delegation Process.

  • Questions and Discussion

  • Thats All Folks!

    Ray BaleAltus Quality Coaching0427 311 112(02) 63729991