Lead Work Palce Communication Learning Guide

Training, Teaching and Learning Materials (TTLM)
ADMAS UNIVERSITY
The Ethiopian TVET-System

Marketing Services Level III
Learning
Guide
Unit of Competence: Lead Workplace Communication
Module Title: Leading Workplace Communication
LG Code: EIS MKS319 0812
TTLM Code: EIS MKS3M190812
Date: September, 2017

TLM Development Manual Compiled by: Business Study Department
Learning Guide #1
LO1: Communicate information about workplace processes
LO2: Lead workplace discussion
LO3: Identify and communicate issues arising in the workplace
Information Sheet – 1 Lead Workplace Communication

Introduction
Definition
What is communication?
Derived from the Greek word “communicare” or “communico” which means “to
share”.
Community implies a group of people living in one place.
Languages are the codes of communications.
Communication is: The gathering, conveying and receiving of information and ideas
Fundamental and vital to all healthcare managerial functions, communication is a

means of transmitting information and making oneself understood by another or
others. Communication is a major challenge for managers because they are responsible
for providing information, which results in efficient and effective performance in
organizations.
Communication is the creation or exchange of thoughts, ideas, emotions, and

understanding between sender(s) and receiver(s). It is essential to building and
maintaining relationships in the workplace
Leading workplace communication involves understanding methods of

communication, communication skills, leading discussions, identifying problems and
tactical way of solving problems. In general, to become good leader, one should bear in
mind the tactical way of handling employees before the matter gets worse. In order to
do this, some skills have to be mastered. Speaking skills, listening skills, presentation
skill and leading discussions are some of the skills required in the area

Listening is a fundamental communication skill for understanding both the verbal
content and the underlying feelings embedded in the message. Listening is an
important skill for leaders. Listening while showing empathy for and understanding of
the speaker's perspective, even if it is different from the leader’s own position is an
important attribute of leaders.
Using good and organized questioning one can extract valuable information which can
be applied to resolve conflict and manage workplace communication. Open or closed
type of questions can forwarded depending on the information needed.
This handout was prepared by a group of experts during the curriculum development
workshop as a handout for both the learner and trainer; hence by no means this
document serves as a standard reference for the module. So the trainer is expected to
prepare and provide and intensive learning and teaching material as require
Elements Performance Criteria

1. Communicate 1.1 Appropriate communication method is selected
information 1.2 Multiple operations involving several topics areas are
about communicated accordingly
workplace 1.3 Questions are used to gain extra information
processes 1.4 Correct sources of information are identified
1.5 Information is selected and organized correctly
1.6 Verbal and written reporting is undertaken when required
1.7 Communication skills are maintained in all situations
2. Lead 2.1 Response to workplace issues are sought
workplace 2.2 Response to workplace issues are provided immediately
discussion 2.3 Constructive contributions are made to workplace
discussions on such issues as production, quality and safety
2.4 Goals/objectives and action plan undertaken in the
workplace are communicated.
3. Identify and 3.1 Issues and problems are identified as they arise
communicate 3.2 Information regarding problems and issues are organized
issues arising coherently to ensure clear and effective communication
in the 3.3 Dialogue is initiated with appropriate staff/personnel
workplace 3.4 Communication problems and issues are raised as they
arise

LO – 1 Communicate information about workplace processes
Communicate information about workplace processes
What is a workplace?
Dictionary definition - A place, such as an office or factory, where people are employed
Examples of work place
 Administration office  Security Guard office
 Accounting office  Student Services
 Human Resources Office  Discipline office
 Bookstore  Campus Ministry office
 Maintenance office  Others
 Engineering office  General Services
 Clinic
 Registrar
Acceptable communication differs from company to company, but many aspects are
universal.
 Tips to help us communicate effectively in the workplace
Listen - When you listen to others attentively it makes them feel good. It also makes for
a deeper and more positive connection with others.
In turn, you form an understanding and they will listen to you when it’s your turn to
speak. Poor listening happens often and results in misunderstandings and
miscommunications.
Speak Clearly - Take a deep breath and remain positive when talking to people.
 Try to cut out the “ums,” “uh-hmms” and “ahhs;” these make it difficult for
people to understand what you’re trying to communicate
 Try to keep your voice steady and don’t talk too quickly or too quietly.
 Be confident in what you’re saying and others will feel your confidence too.
Be Genuine - Being genuine can include speaking honestly, expressing excitement

or sadness when you feel like it, and being friendly.
 There is nothing wrong with saying, “no, I don’t really agree with that,”
or “you know, I think you’ve changed my mind!” However, don’t be rude. “I
was just being honest” is not a good excuse for being harsh.
 Being genuine builds your confidence.
Be Receptive

 Be open to what others are saying or offering.
 Often, people restrict the flow of ideas or communication because they’re
making too many assumptions or are being too quick to judge and criticize.
What Are the Benefits of Business Communication?
Business communication can take many forms, written and verbal. It can be between
managers and employees within a company, or between a company and its customers,
partners or suppliers. The purpose of business communication also varies, but it should
always benefit your business. When carried out effectively, business communication
can build your company's reputation, resolve and prevent conflicts, and contribute to
strong relationships between your company, its customers and the business
community.
Build Customer Relationships
Few businesses would grow or even survive without the benefits gained through
marketing communications. You can take advantage of the wide variety of media
available to let the public know about your products or services.
Use business communications to establish your company as an authority or thought
leader in your industry. Offer a white paper or online articles that discuss common
problems business owners face and present your company's solution. A weekly or
monthly newsletter to your prospects or established customers will help build trust by
providing helpful tips and information. Occasionally sending out a direct mail or email
survey will help you get to know your customers and better fill their needs.
Freely sharing your expertise and gathering feedback from your customers will help
you build a strong relationship with your customer base, and establish your company
as a trusted expert in your industry.
Motivate Team
Good communication within an organization can help foster cooperation between
members of management and the employees they oversee. When giving instructions,
planning a project or explaining a change in policy, it's important to convey the reasons
behind a request or decision. Such consideration helps to promote understanding and
build trust between you and your employees.
Even in a small business, the success of any project depends on the ability of team
members to work together, and good communication is the key to successful
collaboration. Effective communication within a company involves listening and
responding to your employees' ideas and needs. Your willingness to do so
demonstrates a respect for the individuals who contribute daily to the growth of your
business.
Strengthen Partnerships
Communication is also important when dealing with suppliers, outsourced providers
and other outside business contacts. You can avert many problems by clearly outlining
your needs and expectations when you enter a relationship with a provider. In addition
to negotiating a detailed service agreement, maintaining phone or email communication

throughout your business relationship will make it easier to implement changes or deal
with issues.
Keeping in touch with your network of business connections will also benefit your
company. Send a card to congratulate a colleague who has reached a milestone in his
own business, and remember to mail season's greetings and thank-you cards when
appropriate.
Communication methods
Dawnward
Formal
upward
verbal
Lateral
communication Informal Diagonal
Non-Verbal Kenstic/visual Grapevien
Verbal communication
Verbal communication involves using speech to exchange information with others. You
usually communicate verbally in face-to-face conversations. Meetings, interviews,
conferences, speeches, and phone calls are other forms of verbal communication. In
business, you communicate verbally to exchange ideas, understand diverse points of
view, and solve problems. Because verbal skills are among those most valued by
employers, developing these skills will help you find jobs, advance your career, and
improve your professional performance.
Business professionals demonstrating effective verbal communication skills use spoken

words to convey a message clearly and concisely. To get a message across, the sender
needs to ensure the receiver correctly interprets the words. If not, confusion and conflict
typically results. By successfully delivering a message, business professionals describe
ideas, thoughts and directives that allow colleagues to work better together.
Effective verbal communication skills

Effective verbal communication begins by acknowledging what the audience needs. By
planning what he wants to say, how he wants to say it and seeking feedback on how the
message was received, a business professional ensures successful communication
Appropriate language: In the workplace it is important to use language appropriate to

the audience. The industry terminology used when speaking to a colleague is not
always appropriate to use when speaking to a client as they may not understand the
industry terminology being used.
Clear voice: Speak simply and slowly so the audience can understand. Choose your
words carefully and repeat important information.
Audible volume: The volume of your voice needs to be loud enough so you can be
heard. Adjust how loudly you speak to accommodate both your surroundings and the
audience. You may need to speak more loudly when there is outside noise like traffic.
An elderly client may need you to speak more loudly so it is easier for them to hear
clearly.
Courteous tone: Be polite and well-mannered when speaking. It establishes rapport and
shows respect for clients.
Active listening: Listening is an important skill in communicating with others, as you
are able to learn what the other person wants and means. To fully understand the
message being conveyed, it is important that you ask questions to clarify the meaning.
It is also important to clarify that the other person understands your message. You can
do this by asking questions.
Keep the following details in mind to organize your messages and clarify their
meaning:
• Start with what your listener needs to know
Your listener is most likely to remember the first and last parts of your message. Before
you speak with someone, identify the purpose of your discussion, and shape that to be
your main idea. Make sure your message is best delivered using spoken rather than
written words. If so, open the conversation with what your listeners needs to know, and
then move to the supporting information.
• Limit the amount of information
People have a limited capacity to listen to and decipher a message, especially if they are
distracted by noisy surroundings, interruptions, or other communication obstacles.
Packing too much information into a conversation can leave your listeners confused or
remembering only part of what you said. Limit the amount of information you convey
in a single interaction.
• Eliminate unnecessary words

It can take more concentration to understand spoken words than written ones. When
you use complicated language or unnecessary words, you make it more difficult for
your listener to interpret what you are saying.
Use simple sentences, and avoid technical language and jargon whenever possible.

• Make your messages relevant to your listener
Although it is natural to discuss subjects you consider important, if your listener has
different interests or priorities, your message might not be well received. Frame your
ideas so they are relevant to the other person.
Adopt the point of view of your listeners, and then explain or show how your subject is
important to them and how they can benefit.
• Take a direct approach

Your listeners have to manage several tasks as they listen to you. They must pay
attention to what you are saying, interpret your nonverbal signals, ignore noise and
other distractions, and make sense of the incoming information. Listeners can
understand your messages if they are clear and consistent with your body language.
Use a direct approach by introducing your subject, explaining what you want, and
identifying your expectations. Be polite and tactful, but don’t make your audience guess
what you mean.
• Pause occasionally
Your listeners need time to process incoming information. As you communicate,
include brief pauses so your audience can absorb your message, especially when you’ve
made an important point, requested action, or are preparing to introduce a new subject.
Use these short breaks to review their body language and gauge their understanding.
However, avoid long pauses, which can make your listener feel uncomfortable.
Two types of verbal communication
(1) Formal communication
We use this type of communication in offices and social gathering
Formal communication spreads through newsletters, manuals, emails, memos, staff
meetings, conferences and official notices
Two types of formal communication
(1) Downward
Higher designation to lower designation

Communication that flows from one level of a group organization to a lower level
is a downward communication. This is typically what we think of when
managers communicate with workers.
Its purpose is to assign goals, provide instructions, communicate policies and

procedures, provide feedback, etc.
It does not have to be face to face or an oral communication
(2) Upward
Lower designation to higher designation.
Upward communication flows to a higher level in the group or organization.

It is used to provide feedback to higher-ups, inform them of progress, and relay
current problems.
Examples of upward communication are: performance reports prepared by lower
management for review by middle and top management, suggestion boxes, employee
attitude surveys, etc.
(2) Informal communication

We use this type of communication with our family or friends.
Three types of informal communication
(1) lateral
Found among members working at the same level. Ex. Peer group. Most effective
form of communication, Barrier of subordinates or boss is not present here.
When communication takes place among members of the same work group,
among members of work groups at the same level, among managers at the
same level, or among any horizontally equivalent personnel.
Horizontal communications are often necessary to save time and facilitate
coordination. In some cases, these lateral relationships are formally
sanctioned. Often, they are informally created to short-circuit the vertical
hierarchy and expedite action.
They can create dysfunctional conflicts when the formal vertical channels are
breached, when members go above or around their superiors to get things
done, or when bosses find out that actions have been taken or decisions made
without their knowledge.
(2) diagonal
The path is mixture of vertical and horizontal movement. In large communications
various departments need communication support from each other.
(3) grapevine
Also called as “backbiting” or “backstabbing”; a backstabber is a colleague or an

employee who acts like a friend in public but badmouth you in private.
Non-verbal
Nonverbal communication is critical to the success of any workplace. It starts from the
moment an employee applies for a job and continues through the employment of that
particular employee. Realizing the importance of nonverbal communication can
promote teamwork, respect and efficiency in any workplace.
Components of Nonverbal Language

The main components of nonverbal language are listed as follows.

• Kinesics: Body motions such as shrugs, foot tapping, drumming fingers, clicking
pens, winking, facial expressions, and gestures
• Proxemics (proximity) : Use of space to make contact or to provide privacy
• Haptic: Touch
• Oculesics: Eye contact
• Chronemics: Use of time; pausing, waiting, speeding up
• Olfactics: Smell
• Adornment: Dress, cleanliness, jewelry, tattoos, piercings
• Posture: Body position, stance
• Locomotion: Walking, jumping, swaying, and moving with a wheelchair
• Sound Symbols: Grunting, ahs, pointed throat clearing
• Silence: Long pauses, withholding information, secrecy
• Vocalic: Tone, timbre, volume
KINESICS: THE MESSAGES OF MOVEMENT

Kinesics is the study of human body motion. It includes such variables as facial
expression, eye movement, gestures, posture, and walking speed.
Valuable communicator information is contained in the look on your face, whether you
stare or avert your gaze, whether your shoulders are straight or drooped, whether you
lips are curved in a smile or signal contempt with a sneer, and whether your gait
suggests eagerness or anxiety.
To deliver the full impact of a message, use nonverbal behaviors to raise the channel of
interpersonal communication through signs & symbols
 Non-verbal can go without verbal communication. Verbal can’t go without non-
verbal communication .
 Eye contact: This helps to regulate the flow of communication. It signals interest
in others and increases the speaker's credibility. People who make eye contact
open the flow of communication and convey interest, concern, warmth, and
credibility.
 Facial Expressions: Smiling is a powerful cue that transmits happiness,

friendliness, warmth, and liking. So, if you smile frequently you will be
perceived as more likable, friendly, warm and approachable. Smiling is often
contagious and people will react favorably. They will be more comfortable
around you and will want to listen more.
 Gestures: If you fail to gesture while speaking you may be perceived as boring
and stiff. A lively speaking style captures the listener's attention, makes the
conversation more interesting, and facilitates understanding.

 Posture and body orientation: You communicate numerous messages by the
way you talk and move. Standing erect and leaning forward communicates to
listeners that you are approachable, receptive and friendly. Interpersonal
closeness results when you and the listener face each other. Speaking with your
back turned or looking at the floor or ceiling should be avoided as it
communicates disinterest.
 Proximity: Cultural norms dictate a comfortable distance for interaction with
others. You should look for signals of discomfort caused by invading the other
person's space. Some of these are: rocking, leg swinging, tapping, and gaze
aversion.
 Vocal: Speaking can signal nonverbal communication when you include such
vocal elements as: tone, pitch, rhythm, timbre, loudness, and inflection. For
maximum teaching effectiveness, learn to vary these six elements of your voice.
One of the major criticisms of many speakers is that they speak in a monotone
voice. Listeners perceive this type of speaker as boring and dull.
CHARACTERISTICS OF NONVERBAL COMMUNICATION
Nonverbal communication is an essential part of the total communication package.

From a nonverbal perspective, you are a lighthouse of information continually sending
messages from which others derive meaning.
All Nonverbal Behavior Has Message Value. While we can refrain ourselves from
speaking—we literally can shut our mouths—it is impossible for us to stop behaving.
Behavior, whether intentional or unintentional, is ongoing.
You cannot stop sending nonverbal messages. As long as someone is aware of your
presence and is there to decode your nonverbal communication, it is impossible for you
not to communicate. Even if you turn your back on the observer and remove yourself
from his or her sight, you are communicating. With this in mind, if someone were to
enter the space in which you are now reading, what messages might they derive from
your nonverbal demeanor? Are you seated at a desk or reclining on a bed? What does
your face suggest regarding your level of interest and degree of understanding?
Nonverbal Communication Is Ambiguous. Although nonverbal cues are continuous

and frequently involuntary, others can evaluate them in different ways—that is, what
we communicate may be ambiguous and subject to misinterpretation. One nonverbal

cue can trigger a variety of meanings. For example, wearing jeans can be symbolic of a
relaxed mode of dress or it can be construed as a statement of support for the gay
community, as when gay organizations without warning surprise blue jean wearers by
posting signs that say “Wear jeans if you advocate gay rights.”
Nonverbal cues may not mean what others think they do. There could be any number
of reasons why a person looks at a watch, coughs, or rubs his or her eyes. All nonverbal
behavior should be interpreted within a specific context.
Nonverbal Communication Is Predominantly Relational. Many find it easier to
communicate emotions and feelings nonverbally. We convey liking, attraction, anger,
and respect for authority nonverbally. In fact, our primary means of revealing our inner
states, that typically are not readily transmitted using words, is through nonverbal
communication. For example, we usually look to the face to assess emotional state. We
look to the mouth to evaluate contempt. We look to the eyes to evaluate dominance and
competence. We base our judgments of confidence and relationship closeness on our
reading of gestures and posture, and we listen to the voice to help us evaluate both
assertiveness and self-confidence.
Sometimes we are unaware of the nonverbal cues we send; as a result, we inadvertently
reveal information we would rather conceal. Without intending it, our nonverbal
messages let others know how we feel about ourselves and about them. As our
awareness of our nonverbal communication increases, its informational value decreases.
In effect, a conscious intention to manage the impression we convey means that we will
do our best only to communicate messages that are in our own best interest.
Sources of information
Collecting information from appropriate sources

Knowledge of one's workplace responsibilities can be obtained from a variety of
sources.

To obtain, understand and clarify workplace procedures an employee can:
 use the above sources to gain an outline of workplace responsibilities
 consult with appropriate personnel
 draw on their active listening skills
 Ask open and closed questions.
Asking questions or rephrasing: Questioning is an important tool used to obtain
feedback and clarification of a message and to ensure that the receiver understands
what the sender is saying.
There are three main questioning techniques:
1. Open questions: these encourage the sharing of information and usually require

longer answers.
Ask what, where, how, why and which questions to gain more information.
E.g. "How may I help you today?"
2. Closed questions: these questions are usually asking for a yes or no answer and do
not encourage any further discussion.
E.g. "Is someone assisting you with your enquiry?"
3. Reflective questions: these questions are structured so that the person answers in a
particular way to make their opinion clear.
E.g. "You would like to change your appointment from 10.00am to 1.30pm
today? Is that correct?"
Paraphrasing is when we rephrase a conversation into a summary of what we think we

have heard. It allows the speaker to correct any misunderstanding

Written communication
Written information is a very important part of a business' communication process.

The two media used are paper-based and electronic.
Written information in an office may include:
 handwritten and printed materials
 electronic mail  telephone messages

 internal memos  letters
 briefing notes  proformas
 facsimiles  forms
 general correspondence
Effective written communication skills
To be effective, written communication should be:

Clear: It is important to write clearly so that the receiver reading it will not get
confused. It is best to use short paragraphs (which contain only one thought or idea)
short sentences and simple language.
Concise: To write concisely use as few words as possible to convey your message, avoid
repetition and leave out unnecessary information.
Purposeful: The reason for the correspondence should be clear to the recipient. Be

direct and straight forward in your communication.
Correct: It is important to follow the specific rules and use the business style guide for
written communication. Every business will have its own style of presentation so that
all documents have a company 'look'.
Courteous: This is polite and respectful writing. Write a letter to a client in the way that
you would like to receive one!
Culturally sensitive: Take into consideration cultural differences. To build effective

rapport, written communication needs to be respectful, courteous and sensitive. It
requires the sender to look at a situation from the receiver's point of view.
Writing Effective Business Communication

Step 1Avoid business jargon in written communication; these words do not always
translate effectively. Keep the message simple and avoid using industry-specific words
unless you are sure they are universally understood.
Step 2Get to the point. In today’s work world, people have many demands on their
time. Do not use three paragraphs to say what could be said in one.

Step 3Provide examples to demonstrate the point of the communication. Examples
paint a picture for the reader that clarifies the point you are trying to convey.
Step 4 Write as you speak. Think of writing business communications with the same
frame of mind as having a conversation with a boss or coworker. Business
communication need not be stilted or overly formal. Imagine having the discussion in
person and convey that in the communication.
Step 5Write for your intended reader. Business communication is not the time to show
off your extensive vocabulary. If you send the reader running for the dictionary, you
will not hold his attention and the point of your communication will be lost
Processing of written communication may involve
 recording receipts
 photocopying
 collating and binding of booklets
 preparing mail
 filing documents
 selecting the appropriate medium for a response such as paper-based or
electronic
Communication Styles
1. Clear and Direct

Clear and direct communication is the most healthy form of communication and occurs
when the message is stated plainly and directly to the appropriate family member. An
example of this style of communication is when a father, disappointed about his son
failing to complete his chore, states, “Son, I'm disappointed that you forgot to take out
the trash today without my having to remind you.”
2. Clear and Indirect

In this second style of communication, the message is clear, but it is not directed to the
person for whom it is intended. Using the previous example, the father might say, “It's
disappointing when people forget to complete their chores.” In this message the son
may not know that his father is referring to him.
3. Masked and Direct

Masked and direct communication occurs when the content of the message is unclear,
but directed to the appropriate family member. The father in our example may say
something like, “Son, people just don't work as hard as they used to.”
4. Masked and Indirect

Masked and indirect communication occurs when both the message and intended
recipient are unclear. In unhealthy family relationships, communication tends to be

very masked and indirect. An example of this type of communication might be the
father stating, “The youth of today are very lazy.”
Communication Behaviors
1. Assertive
Assertive communication involves standing up for personal rights and expressing
thoughts, feelings, and beliefs in direct, honest, and appropriate ways which do not violate
another person’s rights. Assertive communication is the preferred style.
 “I’m okay and you’re okay.”
 Use of “I” statements, objective words, direct and honest statements.
Assertive Rights
 Right to refuse requests without having to feel guilty or selfish
 Right to feel and express feelings including anger, as long as we don’t violate
the rights of others
 Right to be competitive and to achieve
 Right to enjoy rest and leisure
 Right to have one’s needs be as important as the needs of others
 Right to decide which activities will fulfill those needs
 Right to make mistakes
 Right to have one’s opinions given the some respect and consideration that
other people’s opinions are given
 Right to be treated as a capable adult and taken seriously
 Right to be independent
 Right to get what we pay for
 Right to say no
 Right to ask for information from professionals
 Right to express my preferences
 Right to ask for affection and help (I may be turned down, but I can ask)
 Right to change my mind
 Right to say “I don’t know, I disagree, I don’t understand, or I don’t care”
 Right to offer no reasons or excuses for justifying my behavior
 Right to judge my own behavior, thoughts, and emotions and take
responsibility for their initiation and consequences upon myself
 Right to judge if I am responsible for finding solutions to other person’s
problems
 Right to decide when to be assertive

RIGHTS ALSO INVOLVE RESPONSIBILITIES
2. Aggressive
Aggressive communication involves directly standing up for personal rights and
expressing thoughts, feelings, and beliefs in a way which is emotionally honest, but
usually inappropriate and in violation of the rights of others.
 “You’re not okay.” Views oneself as superior.
 Use of “you” statements, accusations, subjective, domineering, superior words.
3. Passive
Passive communication involves violating your own rights by failing to express honest
feelings, thoughts, and beliefs and consequently allowing others to also violate your
rights; Or expressing your thoughts and feelings in such an apologetic, timid manner
that others can easily disregard them.
 “I’m not okay, everyone else is.”
 Use of apologetic words or at a loss for words.
4. Passive Aggressive
Passive-aggressive communication involves expressing your needs and feelings in an
unclear and confusing manner.
 “You’re not okay, but I’ll let you think that I think you are.”
 Use of sarcasm, teasing, ridiculing, false praise, and insinuations.
“I” Messages
What is an “I” messaging?
An “I” message is a method which allows you to assertively express your feelings.
There are four components to an “I” message.
1. State exactly what was said or done that triggered your feelings.
2. State the feelings that you have.
3. Provide an explanation for why you feel the way you do.
4. If appropriate, make a request stating what you need.
Example:
 When you are not on time, I feel worried because something may have happened
to you.
 I would appreciate it if you would call me when you are going to be late.
LO – 2 Lead workplace discussion

Lead the Discussion
Everyone will bring a unique perspective to the meeting and it's important to encourage
dialogue and be open to questions. By asking powerful questions, you will invite open
dialogue, and encourage people to share their perspective.
Create a Safe Environment
Talking about respectful workplaces can be an uncomfortable topic, and it's important
to clarify your meeting's intent and create a learning agreement. Make a learning
agreement with your participants to address any concerns and clarify the meeting's
purpose. For example, you can start a learning agreement by writing down a few points
such as "turn off cell phones, respect the opinions of others..." and then ask your
participants to contribute. Or, you can start with blank flip chart or whiteboard and ask
your participants to create the agreement. Your goal is to be a champion for success.
This agreement could be a combination of expectations you have, and expectations that
your audience may have.
TOPICS FOR DISCUSSION
The critical issue for a good discussion is a good topic! Here is where your skills as a
facilitator come to the fore. A high-quality topic has shades of grey or differing ways to
look at it. A topical or controversial area can be a useful start.
Remember– an opening question that encourages higher order thinking will set the tone
for the rest of the discussion. Another way of thinking about writing good discussion
questions is to think about the function they serve. The richest discussions are those that
open up participants’ minds to many possibilities, rather than close them down to a
right or wrong answer.
Learning Agreement
It is recommended that you write down the learning agreement on a flip chart or
whiteboard that is easily visible to the audience. Complete this exercise at the
beginning of the meeting and build the trust required to talk openly about a topic that
might otherwise be uncomfortable. Once you have created a learning agreement with
your audience, take the time to refer back to it throughout your meeting.
A learning agreement can look something like this

 Option A - Write down a few points, and then ask your participants to complete
the agreement, or
 Option B - Start with a blank flip chart or whiteboard, and ask your participants
to create the agreement

Icebreakers
As the facilitator, you may also choose to include an icebreaker activity at the start of
the meeting aimed at engaging the audience on a topic. Consider the following
icebreaker example for which you'll need pens/pencils, scrap paper and a flip chart:
Ask everyone in the meeting to partner with someone in the room, and spend five to
ten minutes talking about respect. For a larger group, divide the audience into 4-5
groups. During this initial conversation, participants should ask each other:
 What does respect mean to you?
 What does it mean to show respect?
After the allotted time, ask everyone to return to their seats, and open the discussion.
You may choose to ask the following questions:
 What ideas did you discuss?
 Did everyone have exactly the same definition of what respect means? If not,
what does this mean to us?
Capture the key points on a flip chart. This exercise can lead to a discussion on how a
simple conversation can help understand how our peers would like to be
treated. Through this exercise, have their understandings changed?
Lead the Discussion
Effectively lead your discussion by asking powerful questions that encourage open,
honest dialogue. Some questions discourage dialogue, such as those asking for a simple
yes or no answer. Powerful questions invite open dialogue and encourage people to
share their perspective. Ask participants to tell, explain or describe their views to open
and enhance your conversation. For more ideas, consider taking the Coaching
Approach to Conversations course through The Learning Centre.
Stimulate discussion in your meeting and present the audience with hypothetical
scenarios of workplace situations.
Communicate for Success
It can be hard to communicate effectively when you are dealing with workplace
conflict. Ideally you will resolve a conflict with the person directly to bring the issue to
their attention and give them a chance to respond. Here are a few basic tips to help you
have a difficult conversation:

 Give the person some notice that you want to talk to them, don't bring up the
issue by surprise.
 Email or talk to the individual and request a meeting to discuss your concerns.
 Find a private location for the meeting so that you can talk confidentially,
without interruption and taking as much time as you need.
 If you feel unprepared or overly anxious about having a difficult conversation,
seek advice from your supervisor or another manager you trust.
Prepare for a Conversation
Raise the issue with the person in a way that conveys your message effectively. It may
help to take notes beforehand. The following framework will help you prepare. Be
ready to:
 Describe the problem or behavior as you have observed it and the impact of the
behavior.
 Be specific, clear, and avoid judgmental language.
 Be respectful by using tact and diplomacy.
 Listen and allow the other person to share their views.
 If possible, get an agreement that a problem exists.
 Explore your respective interests (needs, concerns, hopes).
 Brainstorm options for solving the problem.
 Agree on a follow-up action plan.
 Be prepared that the person may not agree to any part of this conversation with
you. If this happens, tell them what further steps you will take to solve the issue
and the timeframe for follow-up. This takes courage. Be firm, but respectful
The Conversation
This meeting should help to clarify and understand both views. The goal is to resolve
the issue and restore a healthy and productive working relationship.
At the Start of the Meeting

 Clearly state your issue. For example, if a decision that impacts you has been
made, state your understanding of the decision and get confirmation that your
understanding is correct.

 Give the other person a chance to clarify anything you have misunderstood, and
listen to understand.
 State what change you are seeking.
 Listen to the other person's concerns.
 Work together to develop a mutually agreeable solution.
During the Meeting
Stay curious and be open to other perspectives and possibilities. Do not react
defensively or confrontationally. Avoid saying, "you always…" or "you never…"
At the End of the Meeting
Write down an account of the conversation while it is fresh in your mind. Determine if

the issue is successfully resolved and commit to follow-up. If the issue is resolved, no
further steps are taken.
If the issue is not resolved or if the person refuses to participate, there are other
information resources and services that may assist you
Guidelines for Initiating a Difficult Conversation
Avoid talking to the person if they are upset or under the influence of a substance
 Be gentle and kind
 Avoid a confrontational style
 Avoid using labels since they may carry a heavy stigma
 Take into consideration the person’s age and ability to understand; you may
need to discuss the issue in several sessions rather than one big conversation.
 Be consistent and patient in your expression of concern without exerting undue
pressure
 Be direct; treat the individual as an adult
 Give specific examples of behaviors that concern you
 Use I statements as in “I am concerned about you because I have noticed you
wearing the same clothes for several days and have not seen you outside in your
garden as you usually are”
 Be prepared with information in case the person is willing to seek help
 Don’t be discouraged is the person is not ready to accept your assistance – you
may want to enlist of others who are also concerned or try again on another
occasion
 Don’t worry if you don’t say things perfectly, what is important is that your
message of concern is conveyed and your willingness to help is expressed

LO – 3 Identify and communicate issues arising in the workplace
Issues and problems in work place
Workplace conflict is a specific type of conflict that occurs in workplaces. The conflicts

that arise in workplaces may be shaped by the unique aspects of this environment,
including the long hours many people spend at their workplace, the hierarchical
structure of the organization, and the difficulties (e.g. financial consequences) that may
be involved in switching to a different workplace. In this respect, workplaces share
much in common with schools, especially pre-college educational institutions in which
students are less autonomous.
3.1 Issues and problems are identified as they arise
Reasons for Conflict in the Workplace

Causes for workplace conflict can be personality or style differences and personal
problems such as substance abuse, childcare issues, and family problems.
Organizational factors such as leadership, management, budget, and disagreement
about core values can also contribute. A primary causes of workplace conflict poor
communication, different values, differing interests, scarce resources, personality
clashes, and poor performance.
Personality clash
The issue of personality clashes is controversial. the two types of workplace conflicts are
"when people's ideas, decisions or actions relating directly to the job are in opposition,
or when two people just don't get along., "In a conflict situation, don’t ask ‘who’, ask
‘what’ and ‘why’. Managers should avoid blaming interpersonal conflicts on
“personality clashes”. Such a tactic is an excuse to avoid addressing the real causes of
conflict, and the department’s performance will suffer as a result. Managers must be
able to recognize the signs of conflict behaviors and deal with the conflict in a forthright
fashion. Approaching conflicts as opportunities to improve departmental policies and
operations rather as disorder to be eradicated or ignored will result in a more
productive work force and greater departmental efficiency
Office romance
Office romances can be a cause of workplace conflict. 96 percent of human resource
professionals and 80 percent of executives said workplace romances are dangerous

because they can lead to conflict within the organization. Public displays of affection
can make co-workers uncomfortable and accusations of favoritism may occur,
especially if it is a supervisor-subordinate relationship. If the relationship goes awry,
one party may seek to exact revenge on the other
Passive aggressive behavior
Passive aggressive behavior is a common response from workers and managers which
is particularly noxious to team unity and productivity. In workers, it can lead to
sabotage of projects and the creation of a hostile environment. In managers, it can end
up stifling a team's creativity.
In brief, to respond to this kind of hostile behavior, people need to control performance
expectations, parcel out important tasks so there are several responsible people
involved, and re-check frequently to see how much delay the passive aggressive worker
can generate before the team leader stops him."
Poor Relationship Skills
Some people have difficulty getting along with others in a work environment. Workers
may believe that they know the best way to perform a task and do not acknowledge the
input of co-workers. Others may prefer to work on their own, avoiding interacting as a
member of a team. Staff members may simply possess abrasive personalities that
prohibit them from working well with others.
Poor Training
As a business owner, you may not possess the time to train a new employee properly or
you may pass the task on to another employee who may not want the additional
responsibility. Inadequate training can result in the worker having difficulty in
adapting to your work environment as well as mistakes while performing a task due to
miscommunication. This may lead to conflict with other employees.
Inadequate Information
Inadequate information may lead to conflict between employees as well as between an
employee and you. A predominance of information sources, including emails,
newsletters and memos, does not guarantee that employees receive the proper
information to perform their jobs. This may lead to situations where employees do not
do what you expect of them, resulting in conflict.
Management Style
Your management style may cause conflict with your employees. If you tend to
warning employees in front of others, your employees may come to dislike you.
Perhaps you have the habit of criticizing employees but never praising them. You may

also show favoritism for one employee over another, which may be another potential
source of conflict between the employees or between you and the employee.
Trouble Dealing With Change

Change is a big part of the modern business environment, even small businesses. Your
employees may have difficulty adjusting to changes in your work environment, such as
the need to learn a new computer system or a new way of processing orders. Workers
who do not adapt well to change may fear being left behind and may cause them to
hate more flexible team members.
Conflicts with Customers

Sales and customer service employees can experience conflict with customers on a fairly
regular basis, depending on the industry. A common conflict experienced by
salespeople is a dissatisfied customer who feels personally defrauded by an individual
salesperson.
For example, if a car salesman sells a used car without a performance guarantee or
warranty and the car breaks down on the buyer, the buyer may return to angrily
confront the salesperson and demand a refund. The best first step to solve these
conflicts is to involve a manager who has the right to offer refunds, discounts or other
conciliatory gestures to the customer unless you are in a situation where employees are
empowered to make these kinds of decisions.
Leadership Conflicts
Personality clashes between managers and subordinates can cause a range of
interpersonal conflicts to arise. Employees may feel bullied or pushed by more
authoritarian managers, or may perceive a lack of guidance from more hands-off
managers. Managers with type-A personalities may set goals that are too ambitious for
their subordinates, setting them up for failure and inevitable conflict.
To handle these personality mismatches, first try to garner an understanding between

the manager and the subordinate so that each understands the others' perspective in the
situation. Never treat conflict management situations as disciplinary hearings, as if
managers are inherently right and employees are inherently wrong; this is a reliable
way to lose good employees. If the two cannot come to an understanding, place the
employee under the supervision of another manager if possible.
3.2 Information regarding problems and issues are organized coherently to ensure clear
and effective communication
3.3 Dialogue is initiated with appropriate staff/personnel

How Is Workplace Conflict Regulated?
Many employers regulate workplace conflict through human resources initiatives such
as an employee relations program. An employee relation is the HR area, or discipline,
that addresses workplace issues, employee concerns and supervisory matters that can
lead to conflict. HR staffs specifically trained to work in the employee relations area
generally are experts in conflict management. In small businesses where there isn't a
dedicated HR department, there should be a designee for handling issues that can turn
into workplace conflict.
Overview
Workplace issues include employee concerns and complaints about working conditions,
unresolved supervisor-employee and employee-employee disputes and general issues
concerning employers’ policies and practices. Workplace conflict happens regardless of
the company size — personalities clash just as easily in small companies as they do in
large conglomerates. Conflict can emerge from misunderstandings or out of intentional
disregard for company practices. Either way, regulating conflict requires preventive
measures as well as tactical steps to controlling workplace behavior.
Policies
A small, casual workplace may operate just fine without an employee handbook or
formal policies; however, implementing formal policies is an effective means to
regulating workplace conflict even in small businesses. Large organizations have formal
policies that explain acceptable and unacceptable behavior in the workplace. Regardless
of the employer’s size, structure or hierarchy, an employee handbook and formal policy
statements establish parameters and guidelines for employee behavior.
Identifying Issues
Before workplace conflict can be regulated or controlled in any way, there must be a
way to identify it. Employers use a number of techniques to identify workplace issues,
including confidential employee opinion surveys, anonymous reporting mechanisms
such as employee hotlines, one-on-one and all-staff meetings and focus groups. Key to
identifying workplace issues is establishing trust in HR staff and credibility in the HR
department's swift handling of employee issues. Small businesses may have an easier
time of identifying issues by virtue of the size of the organization, which may make
conflict more transparent or more readily noticed.
Investigation
Both full-blown investigations into employee misconduct or simple inquiries about
employee concerns are effective ways to regulate workplace conflict. Conducting an
investigation sends the message that you intend to resolve conflict in the workplace and
that HR will immediately handle complaints. An investigation sheds light on issues that
underlie conflict and give HR staff the foundation from which to resolve conflict.
Gathering statements from employees, conducting research on company policies and

assessing the credibility of witnesses to workplace conflict puts virtually everyone on
notice that HR is serious about maintaining a pleasant and safe work environment.
Training
Employee training can be an extension of the company’s formal written policies or a
standalone measure to regulating workplace conflict. Training is as effective in large
organizations as in small businesses — and recommended for both. Regular training on
fair employment practices, leadership skills and interpersonal relationships covers areas
out of which workplace conflict arises. In addition to new employee orientation,
employers who provide regular training to employee groups and supervisory groups
are better able to control errant behavior that underlies workplace conflict.
3.4 Communication problems and issues are raised as they arise
Risks of Not Confronting Conflict in the Workplace

Conflict in the workplace is often a result of lack of communication, and if not
confronted, could cause major problems for a business, according to Workplace Issues,
a business conflict resolution resource. Many businesspeople mistake disagreements
with conflicts, but disagreements are differences in opinion that could, but don't
always, turn into conflict. Handling disagreements and other forms of possible conflict
quickly could change
Decreased Productivity
According to the Centre for Conflict Resolution International, more than 65 percent of
performance problems at work stem from strained workplace relationships. Issues like
low morale, stress and distrust arise when people suppress important feelings. When
conflict goes unexplored, workplace performance and productivity suffers.
Employee Turnover
In a company where conflict is not confronted, there is generally high employee
turnover. Because of the problems that conflict causes in the workplace, along with the
intensified negative results of ignoring conflict, employees are bound to seek healthier
work options elsewhere, according to the Centre for Conflict Resolution International.
Divided Teams
Conflict often has two, sometimes three, different sides. When it goes unresolved, the
disputing parties are still opponents, according to Cramby River Consultants, a
business conflict resolution consulting company. This carries over to business matters,
meetings, favoritism, passive aggression and an overall unhealthy work environment.
A divided business team results in the inability to effectively come together on projects,
communicate adequately, be jointly productive and stay positive.

Poorly Reflected Management
A team that can't come together because of unresolved conflict reflects poorly on
management. It is considered the manager's fault for either not attempting to seek
resolution or not noticing conflict. Management is responsible for spotting and handling
conflict, whether directly or through a human resource professional.
Unhealthy Confrontation
Bottled feelings and unresolved conflict often result in blowups, whether that takes the
shape of a negative verbal argument or a physical confrontation. Handling conflict in a
healthy way, and promptly, takes care of the problem immediately, helping to avoid the
hurt and unresolved feelings that can arise. Putting off resolution results in passive
aggression, arguing, further conflict, and sometimes, fighting and abuse
Self-Check
Trainee’s full name_______________________________________________________
Choose the best answer from the given alternatives and write on the space provided
Part one ( 2 point for each)Code 2

1. Which is not true about communication
A. Activity of conveying information
B. Understanding between sender and reciver
C. Encourage communal relationship
D.comedowen customer relationship
2. which is not benfit of business communication except.
A.deter customer relationship
B. Deter team work
C. Loose strengthen partnership
D. Discourage conflict
3. Which is not correctly matched

A. Verbal__ meeting
B. Non_verbal___bowlout
C. Formal___ upward
D. Non_ verbal____ proximity
4. Grapevine also called
A. Formal C.. Polite communication
B. Backbiting D. Deter badwored communication
5. One may not result of poor workplce communication
A.Mistaken works output

B. Unhealthy relationship between workers
C. Divided work team
D. Production increment
E. Trouble dealing with change
Part two

6. List and discuss communication style(4 point)
7. List at least five means for conflict in the workplace(5 point)
8. What do you mean communication(1 point)
1. Usivesal aspects of workiplace communication includes

A. Listing attentively to others
B. Speaking clearly in confedence
C. Speaking honestly and being friendly
D. Have friendly approach
E. all
2. one is may not considered as a reason of workplce confilict
A. Passive aggressive behavior of the manager
B. Inadequate training provided for new employee
C. Romantic relationship of co-workers
D. Formal policy of the organization
E. None of the above
3. Intiating dialogue on work place issue in large organization is the
risponsiblity of
A. Human Resource personnel
B. Organizations Chief Executive officer
C. Designee Committee
D. All are possible answers
E. The answer in not provided
A. Mistaken works output
5. Not Benifts of good workplce /buness/ communication to your organizatin
A. Help to establish authority to lead in industry
B. Help in building strong relationship with customers
C. Build understanding between you and our employee
D. Loose strength between your business and external supplies
6. Nonverbal communication is

A. Subjective in meaning
B. Difficult for controlling
C. All has message value
D. All are possible answers
7. Structured questioning techniqeus , in that the person answer their opnion
clear is
A. closed
B. opened
C. reflective
D. closed-reflective
E. all
8. Processing of written communication may not involve
A. Filing documents
B. Preparing mails
C. Recording receipts
D. Collating and binding of booklets
E. Understanding the message of facial expression
9. All are source of work palce information except
A. Training courses
B. Internet/intranet
C. Job description
D. Payroll
10. communication style that the content of the message unclear but the
distnation is clear and known is
A. Masked and direct style
B. Masked and indirect style
C. Clear and direct style
D. Clear and indirect style
I. Match points under column B with A(3 marks Each)
A. 2. Non-verbal
1. verbal coomunication skill
3. written comunication

4. Assertive E. kinesics
F. Use “I” message
5. Grapevine G. Violate self and others right
H. Ice break
B.
A. Letter I. Long answer
B. backbiting J. Learning agreement
C. posture
D. Courteous tone
II. Short answer (5 Each use attached paper)
11. Business/workplace/ communication must, clear, genuine and

meaningful. demonstrate points that help you, in order to organize and keep
your message meaningful and clear
________________________________________________________________________
________________________________________________________________________
____________________________________________
12. Outline and discuss on types verbal communication
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
___________
13. Discuss and demonstrate on how to lead workplace discussion
___________________________________________________________________________
___________________________________________________________________________
________________________________________________
Part one ( 2 point for each) Code 1

1. Which is not benfit of business communication except.
A.deter customer relationship
B. Deter team work
C. Loose strengthen partnership
D. Discourage conflict
2. Which is not true about communication
A. Activity of conveying information
B. Understanding between sender and reciver
C. Encourage communal relationship
D.comedowen customer relationship
3. Grapevine also called
A. Formal C. Polite communication
B. Backbiting D. Deter badword communication
4. Which is not correctly matched

A. Verbal__ meeting
B. Non_verbal___bowlout
C. Formal___ upward
D. Non-verbal___ proximity
A.Mistaken works output
Part two
6. List and discuss communication style(4 point)
7. List at least five means for conflict in the workplace(5 point)
8. What do you mean communication(1 point)


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Training, Teaching and Learning Materials (TTLM)

The Ethiopian TVET-System

Date: September, 2017

Information Sheet – 1 Lead Workplace Communication

Fundamental and vital to all healthcare managerial functions, communication is a

Communication is the creation or exchange of thoughts, ideas, emotions, and

Leading workplace communication involves understanding methods of

Date: September, 2017

Elements Performance Criteria

Date: September, 2017

Communicate information about workplace processes

Be Genuine - Being genuine can include speaking honestly, expressing excitement

Date: September, 2017

Date: September, 2017

communication Informal Diagonal

Non-Verbal Kenstic/visual Grapevien

Business professionals demonstrating effective verbal communication skills use spoken

Effective verbal communication skills

Date: September, 2017

Appropriate language: In the workplace it is important to use language appropriate to

• Eliminate unnecessary words

Date: September, 2017

• Take a direct approach

Higher designation to lower designation

Its purpose is to assign goals, provide instructions, communicate policies and

Date: September, 2017

(2) Informal communication

Also called as “backbiting” or “backstabbing”; a backstabber is a colleague or an

Components of Nonverbal Language

Date: September, 2017

KINESICS: THE MESSAGES OF MOVEMENT

 Non-verbal can go without verbal communication. Verbal can’t go without non-

 Facial Expressions: Smiling is a powerful cue that transmits happiness,

Date: September, 2017

CHARACTERISTICS OF NONVERBAL COMMUNICATION

Nonverbal communication is an essential part of the total communication package.

Nonverbal Communication Is Ambiguous. Although nonverbal cues are continuous

Date: September, 2017

Collecting information from appropriate sources

Date: September, 2017

There are three main questioning techniques:

1. Open questions: these encourage the sharing of information and usually require

Paraphrasing is when we rephrase a conversation into a summary of what we think we

Date: September, 2017

Written information is a very important part of a business' communication process.

 electronic mail  telephone messages

Effective written communication skills

To be effective, written communication should be:

Purposeful: The reason for the correspondence should be clear to the recipient. Be

Culturally sensitive: Take into consideration cultural differences. To build effective

Writing Effective Business Communication

Date: September, 2017

1. Clear and Direct

2. Clear and Indirect

3. Masked and Direct

4. Masked and Indirect

Date: September, 2017

Date: September, 2017

LO – 2 Lead workplace discussion

Date: September, 2017

A learning agreement can look something like this

Date: September, 2017

Date: September, 2017

Prepare for a Conversation