The Communication Problem Solver 13 pptx
The Communication Problem Solver 13 pptx
... forget the details that led to the judgment in the first place. The solving is in the details, not in the label. Peel back the layers. Analyze the facts of the situation rather than targeting the ... above examples, the de-scriptions are vague and the problems unsolvable. The labels they calleach other perpetuate their current perceptions. These self-fulfilling104—HOW TOBREAK THE JUDGINGHABITA ... worry that they do not—105HOW TOBREAK THE JUDGINGHABITdispassionately solve the problem. So how does one untangle judgmentsand solve the real problems?At first we state the problem ‘‘as...
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The Communication Problem Solver 12 pptx
... questions so the employee can solvehis own problem. These questions aid employees in discovering moreabout the problem and enable them to develop their own process skills.For problem solving ... the problem? What is the impact on the rest of the task/project/machine/team?How does it change our time frame?Who else needs to be notified?What exactly is wrong?Is the pattern of the problem ... managers solve problems using analytical skills. They askthemselves questions in order to find the root cause of a problem beforemaking a decision on what to do about it. The problems can relate...
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The Communication Problem Solver 17 pptx
... experienced.1. Issue: Working through problems with people who wanted yourjob.2. Problem definition/facts: They may say they deserved the joband you didn’t. They may try to sabotage your success ... working.2. Problem definition/facts: The manager observed the employeedoing social networking on the phone and on nonwork Internet sitesover the last month. He does not know how much time the employee ... to yourguidance. Former peers may think there is favoritism. They may not fol-low work procedures, they may resist the shuffling of the workload, orthey may resent taking work assignments from...
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The Communication Problem Solver 28 pptx
... stay because they know Marilyn appreciatesthem and cares about them.‘‘We do get involved with their families,’’ Marilyn says. ‘‘If there is anemergency, we are there for them. If they are ill, ... speechless in their chairs. Then we began a discussionon how the participants could use what they were learning in the classto provide that kind of environment for their own staffs. The next week, ... employees have to feel cared for so they cantreat the customers nicely. It has to start at the top. When they see us actthat way to them, the employees act that way to the customers.’’Summer Stock...
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The Communication Problem Solver 30 pot
... 272managing former, 136 , 140–143people problemscauses, 130 135 defining, 129 130 preventing, 135 questioning to prevent and solve,98–100solution process, 135 136 solution process, examples, 137 –166typical ... to use, 212– 213 284—time management, by first-time manag-ers, 274–275timingof information flow, 61management, 61togethernessabsence of, 131 132 problems from too much, 130 131 Torchiana, ... and the direct reports because the roles areblurred. It is unclear when the manager wears the peer hat and whenshe wears the manager hat.When you are given the new management duties, the first...
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The Communication Problem Solver 1 ppt
... book from others on the topic are the practical tools like the step-by-step how-to’s and the real-world management examples. They cutthrough the theories to enable you to analyze your communication ... Advance praise for The Communication Problem Solver: ‘‘You must read this book to conquer communication concerns once andfor all. Nannette Carro ll’s The C ommunication Problem Solver is content-rich ... skillsand challenges.Most important, The Communication Problem Solver shows how todevelop clarity that builds trust, relationships, and communication withothers. I wish I could have had this...
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The Communication Problem Solver 2 pdf
... help.—xvPARTI THE SECRETS TO CREATINGAND SUSTAINING ENERGIZEDRELATIONSHIPSThis page intentionally left blank THE COMMUNICATION PROBLEM SOLVER FOREWORDEach chapter in The Communication Problem Solver ... to redefining communication problems in factualterms, then solving them once and for all. The examples in this book are true, but the names have beenchanged to provide privacy. The exception ... for the people,’’ many managers joke. But people prob-lems are the predicaments that keep them awake at night.So why not solve the people problems first? Perhaps it is because—xiPREFACESolver...
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The Communication Problem Solver 3 docx
... affectsanother department. The managers may incorrectly assume that otherdepartments understand what they need and why. Even if they work on the same project, often groups do not know the impact of their ... down the line what’s happening with the ebb and flow. If guys in the warehouse know there’s a surge in orders, they can mentally preparefor it. Stress accumulates if the orders pile up and then ... the relationship at the mom-and-pop store.On the other hand, a relationship can be based on the quality of the work. I have used the same dry cleaner for years because I like the con-sistent results....
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The Communication Problem Solver 4 pdf
... up.Throughout the interactive training, the different departments dis-closed their challenges and why they worked the way they did. Theylearned to listen to each other and they developed relationships ... OFRELATIONSHIPemployee and the manager, the whole team experiences discomfort andstress. They look to the manager to fix the problem, not instigate it.SummaryThis chapter has introduced the importance ... backgrounds,experiences, and the types of relationships they have with their manager.If managers make themselves available, they communicate that the work is important and so is the person. Availability...
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The Communication Problem Solver 5 ppsx
... plea-sure.’’ They seemed to enjoy both their work and their coworkers. WhenI asked a few employees why all the workers seemed so happy, they said the view was terrific and the people they worked ... getting what they want and (2) teachesemployees that to survive, they must disregard their manager. The Impact of Not Setting Clear ExpectationsNot being clear about the expectations costs the organization ... expectation is and therefore cannot excel in the manager’s eyes. They take the blame for lackluster performance eventhough the manager was responsible by not articulating the desired per-formance....
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