Entries Tagged 'learning' ↓

Giving a good presentation has always been one of the assets of a good leader. It has become even more important in this modern and present age where competition is fierce. We would need good presentations to sell your products, to have the buy in of your team, to communicate with your shareholders, to ensure that your bankers follow you and use your presenting skills in so many other instances. Power point presentations are the present most popular tool but it is not enough to convince your audience.

I found this below  text which I feel  gives the essence of what no to do to have a lousy presentation. Again Toastmasters club activities help you to practice the art of presenting and to hone your skills. I have to confess that my Toastmasters practice runs help me to improve greatly in this field; the learning was great and the feedback from the audience who you know are present to help you to improve further. Since I have become a great fan of collective intelligence learning.

How to Give a Lousy Presentation

Fifteen ways to make a bad impression

By Carmine Gallo

Giving truly great presentations requires skill, work, and practice. Giving catastrophic presentations is far easier. So if you want to take the easy way out and look like a rank amateur, here are 15 surefire tips to guarantee that you leave a really, really bad impression.

1. Misspell words. Failing to check the spelling on your slides shows a complete lack of care. If you don’t care enough to proof your presentation, your audience will care less about you and your message. It’s the easiest way to look unprofessional.

2. Create distracting color combinations. Blue on green is especially hard to read.

3. Use inconsistent fonts. Professional PowerPoint designers will use no more than two, perhaps three, font styles in an entire presentation. But why stop there? There are thousands of typefaces available. See how many you can incorporate into your slide show.

4. Use a really small font size. If you really want to drive people crazy, say something like this: “I know you can’t read this, but if you could, here is what it would say…”

5. Insert improperly sized photos that are stretched to fit the slide. Images used in PowerPoint slides should be at least 900 pixels wide by 720 high. Designers start with larger images and shrink them to fit the slide. If you really want to look bad, however, find much smaller thumbnail images, say 200 x 300 pixels, and simply stretch them to fit the slide. They will look blurry, cheap, and bush-league.

6. Look completely and totally disinterested. I attended a conference in which the keynote speaker hadn’t even bothered to create a presentation and had a few handwritten notes in front of him. That’s fine, if you can pull it off. This speaker could not. He shuffled through his notes, lost his place several times, and twice asked the organizer, “How much time do I have?” The people in the audience—influential venture capitalists—found this so appalling that they started looking at each other and laughing.

7. Look disheveled. If you really want to leave a bad impression, wear faded blue jeans, worn, dirty shoes, and a stained shirt.

8. Read every word of each slide. Better yet, turn your back to the audience and read your slides word for word.

9. Don’t bother with a backup plan. If you need a live Internet connection to demo a site, don’t bother making a screen shot of the site in case the connection doesn’t work. That way, you’ll be at a complete loss for words when the connection fails.

10. Don’t practice. At all. Practicing a presentation out loud takes work and will make you look far too polished. Just wing it.

11. Call attention to your mistakes. If you want to show a complete lack of preparation, say something like “Oops, I have no idea how that slide got in there.”

12. Open with an offensive or off-color joke. Half your audience will walk out immediately and you’ll have succeeded in making a really bad impression right out of the gate.

13. Use wild animations. Letting text simply fade into a slide is way too straightforward. Especially when PowerPoint offers you the bounce, the boomerang, and the dreaded “neutron,” which makes letters circle wildly. All are effective at giving your audience a headache.

14. Use cartoon clip art. Why spend $3 on high-resolution photos from a stock photography service such as iStockphoto when there are plenty of cheap-looking and free cartoons that will make your presentation look like a sixth-grade project?

15. Use ancient presentation software. PowerPoint 2003 served its purpose (I used it for years). But there’s no comparison with PowerPoint 2007, which is simply a better, more robust tool. Says Darla Wigginton, an expert PowerPoint designer and creative director at eVision Design in San Francisco, “When [PowerPoint] 2007 came out, it scared the design world because the average user could now create some impressive-looking work.” Why scare professional designers? Stick to older versions of the software and leave the slicker presentations to others.

I hope you find some of these tips memorable enough to avoid them at all costs. But make no mistake, these presentation “techniques” are alive, well, and thriving. Just when I think I’ve seen or heard it all, someone has one more observation to add to the list. Feel free to use the comments section below to add your own experiences. We look forward to hearing from you.

I am a regular user of LapTop. I may spend a good 4-5 hours daily on my laptop. Recently Olivier who spends most of his time on a laptop started having wrist pains. For him as well as for me it is becoming an occupational hazard. What is needed to be done? I found an article which discusses this issue and would like to share it with you.

Ergonomic Tips for Using a Laptop Computer

Text partially adapted from Cornell University Ergonomics Web, Professor Alan Hedge

Laptop computers, also known as notebooks, are not recommended for use as primary computers that are used for numerous hours everyday. However, they have been adopted for just that purpose by thousands of people.

1. Laptops are not designed ergonomically – The design and construction of laptops violates a basic ergonomic requirement for computer usage, namely that the keyboard and screen can be positioned independently for appropriate viewing and typing. In the very early days of personal computing, desktop devices also had the screen and keyboard integrated as a single unit, and this resulted in widespread complaints of musculoskeletal discomfort. By the late 1970’s a number of ergonomic design guidelines were written calling for the separation of screen and keyboard. The reasoning is simple. With a fixed design, if the keyboard is in an optimal position for the user, the screen isn’t, and if the screen is optimal the keyboard isn’t going to be placed properly. Even contemporary laptop designs fail to satisfy this basic ergonomic positioning requirement, which means that users must pay special attention to how they use their laptop in order to avoid muscular-skeletal disorders, headaches, fatigue, and similar complaints that result from non-ergonomic computer use.
2. Laptop user type -  Are you an occasional user who works on your laptop for short periods of time or less than two hours per day? Are you a full-time user whose laptop functions as your main computer? Occasional users will have less risk of injury than full-time users, but all users should pay attention to how they use their laptop computers.
3. Computer Posture – As explained above, laptops violate basic ergonomic design requirements, so using a laptop results in some tradeoff between either poor neck/head posture and poor hand/wrist posture.

1. Laptop dimensions – Laptops are available with screens as large as 17″. However, bigger is not always better. Consider your likely usage. The larger the screen the more difficult it may be to use your laptop in mobile locations, such as airplanes or trains. On the other hand, if you enjoy DVDs, “wide screen” laptops are also be proportioned with screens of less height but wide viewing for DVD convenience. There are a number of smaller notebooks and ultra portable laptops on the market that provide more compact portability and lighter weight. Consider issues of screen size and screen resolution, as well. A small screen (e.g.12.1″) will be useful in mobile settings, but if the resolution is high (e.g. XGA – 1024 x 768), make sure that you can read the screen characters and can easily use the input device to point to areas on the screen. The smaller the laptop, the smaller the keyboard, so make certain that you can comfortably type on a keyboard that may be only 75% the size of a typical laptop’s keyboard.
2. Laptop weight  – People who travel frequently and use their laptops on the road must consider the weight of the system they’ll be carrying. By “system” we mean the weight of the laptop plus the required accessories (e.g. power supply, spare battery, external disk drive, printer, etc.). Many lightweight portables can become as heavy as larger laptops after you add all the components into your carrying bag.  If your laptop and components weighs 10lbs or more, certainly consider using a pull-along laptop carry-on bag.  If you prefer a smaller bag and can comfortably carry your laptop, select a bag that is quality designed for that purpose and features a well padded shoulder strap system.

Are we not  in transition? Are we not in perpetual change? Are we not in a continuous motion?

I am very fond of this article by Vicki Heath that compares my early learning of Physics: Newton’s Law of Motion with her laws for successful Transition.

Managing Change: The Three Laws for Successful Transition

By Vicki Heath

Change programs that succeed adhere to certain enduring principles of effective change management. Organizations that act in accordance with these change management principles are more likely to see their efforts result in real organizational benefits. Here are three principles that have well stood the test of time.

Isaac Newton was a giant in the field of physics. We can all remember him from our school days as the genius that discovered the law of gravity. The picture of an apple falling from an apple tree on to Newton’s head is etched indelibly on our minds.

Newton is also famous for his three Laws of Motion. The formulation of these three laws was the largest single scientific advancement since the days of Aristotle, some two thousand years previous. Newton’s laws of motion apply to physical entities operating in space and describe how they interact at the most fundamental level. However, they can just as easily be applied to human entities interacting in an environment of change. When we apply them to people and organizations, we call the principles the Three Laws of Change Management©.

Newton’s First Law of Motion states that an object will remain at rest or in perpetual motion until an unbalanced force acts upon it. Think of your change program for a moment as the object in Newton’s First Law. Once your change initiative gets going, think about what will keep the program moving towards your goal.

As with the object in Newton’s Law, your change program will need a force to get it going and will need a force to move it to each new level. Also, given the natural inertia in organizations, if the driving forces dissipate, like a rolling stone the program will eventually come to a halt.

Just as with Newton’s First Law, the force must be immediate for your program to progress. A potential force that will provide an impetus in the future is of no use in the present. What is the immediate force that will get your people moving and what are the forces that will keep them moving? For some, discussing with them the forces for change may compel them to follow and support you. You could point to:

• legislative changes such as corporate governance, occupational health and safety, and risk management
• competitor activity such as new entrants and decreasing market share
• financial results such as profit and loss and share price
• quality indicators such as defects and delivery to commit
• customer feedback from surveys, mystery shopper, focus groups and field reports
• employee satisfaction survey results
• benchmarking comparison results

You could also highlight the impact of not changing. Impacts that you could discuss with people may include:

• loss of market share
• fines or jail sentences for non-compliance or personal injury
• tarnished business reputation
• increased rate of customer complaints
• loss of key staff

Whatever the forces for change, make sure that the forces are applied to the people needed to bring about the change by communicating often and using a variety of methods.

As you think about what strategies you will use to keep the momentum going in the new operational environment, I encourage you to draw a lesson from Newton’s Second Law of Motion. Newton’s Second Law states that the rate of change in motion of an object is proportional to the force acting upon it and inversely proportional to its mass. Consider the object as being the people working in the new organization and the force to keep them moving in the right direction as the various practical techniques that you can employ.

Your practical techniques could include:

• aligning systems of reward and recognition
• feeding back performance results to employees
• achieving some quick wins
• celebrating achievements
• creating meaning through introducing symbols of the new culture
• operationalizing the change
• aligning recruitment and selection criteria

Newton’s principle is telling us that the greater the mass (that is, the more pronounced the resistance to change), the more diligently you will need to apply the techniques (that is, increase the strength of the force). Think about and record what concrete steps you will take to institutionalize the change and who will be responsible for each action.

The final lesson on managing change comes from Newton’s Third Law. Newton’s Third Law states that every action is met with an equal and opposite reaction. What the principle teaches us is that if you confront resisters with shouting, lies, mistrust, sarcasm or apathy, you will be confronted with shouting, lies, mistrust, sarcasm and apathy in return. On the other hand, if you treat resisters with respect, acknowledge their feelings and listen genuinely to their concerns, you will be met in kind. How can you apply this principle? Things to consider include:

• Communicate openly and often with employees and other stakeholders, and without using commercial confidence as an excuse to not communicate.
• Meet resisters face to face whenever possible.
• Point out unacceptable behavior without resorting to character assassination, sarcasm and other methods that serve to attack people’s sense of self-esteem.
• Keep your commitments in order to build trust and respect. Trust can be lost in an instant and take years to regain.
• Don’t shy away from bad news. Tell people candidly but sensitively.
• Choose people for key positions that have well developed interpersonal skills.

That’s three important keys to guiding successful organizational change. We can summarize these Three Laws of Change Management© as:

First Law: Overcoming the natural inertia in organizations requires the constant application of the forces for change.

Second Law: The greater the inertia or resistance to change, the greater the required forces for change.

Third Law: The way that change agents treat resisters is the way that resisters will treat change agents.

Next time you want to bring about positive change with maximal impact, think about Isaac Newton and the Three Laws of Change Management©. Most importantly, think about how you can apply these three principles to your change program to get it moving in the right direction.

Kishore Mahbubani on discussing the position of China in respect of taking world leadership, seems to think that China for the next decades will not take the lead top seat in the affairs of the globe. He quotes the wisdom of Deng Xiaping and thinks that China has still have much grounds to cover in its internal matters to want to spare its energy to dominate world affairs.

Lessons from Mr. Deng Xiaping, who had a lot of political wisdom for his successors to follow. Much of it is captured in the famous 28 characters that Deng used:

1. Lengjing guancha- observe and analyse (developments) calmly;

2. Chenzhuo yingfu- deal (with changes) patiently and confidently;

3. Wenzbu zhenjiao- secure (our own) position;

4. Taoguang yanghui- conceal (our) capabilities and avoid the limelight;

5. Shanyu shouzhou- be good at keeping a low profile;

6. Juebu dangtou- never become a leader;

7.yousuo zuowei- strive to make achievements.

I fancy very much the lessons from Deng in world politics. They could well apply to each individual in our respective sphere of business. I like this sense of humility, discretion and conscious will to keep a low profile- which is very much a Hakka temperament I would like to believe. I could see my Grandfather using these same words.

Our tainted western education would contradict point 5,- be good at keeping a low profile, as we tend to think that we have to be recognised for our worth. When dealing with Chinese businesses in my dates in the Fareast, I could sense the marked difference between a Cantonese or Shanghainese influenced business where boasting on the past successes  and a show of power were more important that striving diligently to make achievements with humility.

I recalled the grand welcome my boss and I had by a Hong Kong firm to start discussing cooperation in the 70’s . We were received in a hired Rolls Royce and transported to a posh hotel and entertained lavishly.  It was a show  of the prosperity that the said firm was enjoying and the power, influence  and capacity they commanded. Two days later, realizing  that we were still undecided to sign in on their terms, they flatly terminated the talks and did not even show us how to hail a taxi to get our hotel.

I had the great pleasure of reading “RETHINK” by Ric Merrifield. It is a business manifesto to cost cutting and innovation. Is not what we need especially in this era of shrinking economy and fast change? I find the approach of the author simple & easy to understand. He refers to the fundamental questionings: the WHATS & the HOWS. In a nutshell, he suggests focusing on the  ‘Whats’ to be out of the trap of the ‘Hows’.

This precisely fits in with the ongoing discussions I was having with Olivier the last week. The software engineering part of his business concerns more the HOWs, he has to look into more of the WHATs. Easier said than done!

In Rethink, consultant and business architect Ric Merrifield challenges business

leaders to open their eyes and view the operation of their companies in a whole

new way, free from the “how” trap of concentrating on how things are accomplished.

Delving deep into every aspect of business activities, Merrifield shows

readers how to escape this trap by looking past the “how” toward the “what.” He

also illustrates how successfully rethinking business goals and the methods used to

reach them can lead to revolutionary new ways to cut costs and optimize the corporate

structure.

Never has there been a more important time for company leaders to re-evaluate

and reorganize their operations to maximize efficiency and productivity.

Merrifield explains how successful changes to a company’s business processes can

only come from learning to predict potential behaviors, identify and categorize the

important “whats” by value.

Merrifield also warns that before making any modifications, even to a seemingly

low-value process, each factor must be carefully examined to find its connection

to high-value “whats.” These connections are often overlooked because they

can be hidden in personal, emotional or technological relationships and, if severed,

can bring disaster.

By using the tools of analysis illustrated by Merrifield, businesses will be able

to anticipate the unexpected discoveries that will result from rethinking and will

be able to rethink, find innovative new ways to achieve their “whats,” best their

competition and increase profitability.

I enjoyed the analysis of Ric’s account of ING direct USA strategy to rethink on retail banking.

My thoughts, this morning are still digesting the text I read last night from Kishore Mahbubani on the need to be open-minded and pragmatic.On the other hand, I would encourage you to read the life path of Deng Xiaoping from whom we can take lessons.

At the beginning of the twenty first century, as we enter into one of the most intense period of change experienced by humanity, America is abandoning its pragmatist streak when it needs it most. We are moving into very uncertain political and economic terrains. It would be foolish to assume that the western ideological assumptions of the 19^th and twentieth century will necessarily work in the twenty first century. It would be wiser to keep an open mind and to challenge every ideological assumption embedded in our minds. Pragmatism is the best guiding spirit we can as we have as we venture into the new century. It is therefore only appropriate to quote once again the greatest pragmatism of the twentieth century, Deng Xiaoping: ‘it does not matter whether a cat is black or white; if it catches mice, it is a good cat.’

I cannot prevent me to flash back to my grandfather with whom I had the great privilege to have been closed to during his retirement years when he took up the projects of looking after the repairs and maintenance of some of the family properties. It was precisely his open-minded thinking and pragmatism that struck me. In his own words he told me: do not be ideological, understand the underlying principles of any theory then apply them in your practice using your good sense. Good thinking is through good questioning and hard work.

How I would have loved to think that these open-mindedness and pragmatism are traits of Hakkas?

Corporate Social Responsibility seems to be now  a buzz word in Mauritius. The government would like to see the involvement of the private sector in shouldering the burden of the social pains. Is not the responsibility of the government to look into this aspect through the ministry of social affairs? It would appear that by lowering the taxes, the government would be introducing some other types of revenue earning devises through compulsory payment. Is it fair or not? At this stage I would stay on the fence. We have still to evaluate the use of the compulsory tax levied on training and the benefits derived from it. How can we break the ingrained mentality that is prevailing in the public sector that tenure is over riding productivity?

However, this article which was published on the Guardian in January 2009 is enlightening and has some food for thoughts. Is it possible to start Social enterprises in Mauritius?

Think bigger and better

Social enterprise is not just about tiny community projects: it is a model for running big business and public services alike

Have you noticed how everybody talks about us as if the words “charity” and “competence” don’t go together? This indicates to me that the first battle for social enterprise is a psychological one. I would like to think that companies such as Unilever, Shell and BP could be social enterprises – and that anyone running a social enterprise should aspire to be good enough to run organisations like that well.

It is my view that there are a number of private businesses that should be social enterprises: water, energy maybe, and railways?

One of the real big cons about social enterprise is that there is a belief that the private sector is rigorous and professional and dynamic. But many of the best charities are run like very, very fine businesses, and a lot of companies I come across are run like accidents.

Innovation comes from the confidence to trust your instincts, having the bravery not to believe that hidden in the endless array of business management manuals is the secret to being Gordon Gekko. The truth is that they are all bibles, they are all motherhood and apple pie, and they are all bollocks. When you read The Harvard MBA in 10 Days, it does not tell you anything about attitude. But it is attitude and values that should distinguish a social enterprise.

Transformative power

Social enterprise is hugely important, but we need to be more bullish about its potential – to understand its transformative power, not in terms of getting jobs for people who previously found it difficult. That’s kind of a loser’s mentality. What we should be about is talking about how we can transform services in this country to act efficiently and how we can bring wealth back to a wider stakeholder group.

We’ve got to get the news out to the people about social enterprises, but there is no definition of a social enterprise. The soppy one is: it is an organisation with the rigour of the private sector and the citizenship values of the public sector. But the real battle for us is to think of rules of engagement that can actually bring that welding power of private and public together for a greater good.

Last year I spoke at the 40th anniversary of Resurgence magazine, and asked the audience if they believed that everybody on Earth should have access to clean drinking water. They all put their hands up. I asked them who supported WaterAid, a fabulous charity, and almost everybody put their hands up. Then I asked who believed WaterAid could provide clean drinking water to everybody on Earth. Nobody put their hands up. I laid into the audience. I said: “The problem is you’re in love with hippie shit.”

The truth is that the very organisations that make your tummy turn, because your politics suggest you shouldn’t be supporting them, are the only people capable of it. Shell, ExxonMobil: these companies have the project management, the drilling skills to actually do this stuff.

That is our battle ground. It’s to grow up and not take the baggage of the 60s – the radical chic of being pro-business or anti-business – with us into the next phase of our development. We need to understand that there is a new configuration developing, and if we can’t bring business together with the sort of value driven systems that we have, that will be our failure.

So if we are going to talk about innovation, the starting proposition is to leave some of that old baggage behind, and not to demonise any particular sector, but to look at how we can do things better.

Eden is a social enterprise, which we built out of innocence. We were fortunate that it was in a place of great deprivation, which meant there was a predisposition in government officers who were looking after that area to look at anything that might bail us out of a really awkward situation. But it was built completely out of innocence. I went to the local development committee and said I had this great idea to build the eighth wonder of the world [in Cornwall]. I had no business plan, but said they had to believe me that it was going to be absolutely fantastic. They gave me £25,000 to go away. Then I raised a bit more money, and very soon we had a little fighting pot and went to see the Millennium Commission. It, eventually awarded us half of the then project cost of £74m.

We brought the Eden Project in on time and on budget, and have since invested £130m.

If you were to ask me, if you were to put a rusty razorblade to my throat and say, you have one minute to say why you did it, it would be that we wanted to find the most derelict place on Earth and create life in it. We then wanted to show how clever human beings are, by building something totally fit for purpose, which I hope we did.

I wanted to run a place that had the values of sustainability. We do fantastic local sourcing – 90% of everything we consume at Eden is locally sourced, our waste strategy is highly regarded, waste neutral. It is a lot easier than people say. But ultimately, I wanted to see how we could answer the question, what does a great place to work feel like?

Piddling little things

Our social enterprise at Eden cost £130m and has already put £800m back into the Cornish economy – which is more than double the entire money that has come from Europe for the whole of the south-west. So to think of social enterprises as being piddling little things that you have to talk about in hushed library tones is nonsense.

All over the country, as a result of the climate change debate, there is going to be an opportunity for starting new energy companies that will link agricultural production with all sorts of different aspects of the economy. These drivers of energy are fantastic areas for social enterprise. And they’re social because if you set them up regionally then everyone who lives in that region is likely to buy their energy from that company, and if they know that their purchases will create profits that can be used to pay for social benefits in those areas, it is a wonderful virtuous circle that means the revenue is going back to stakeholders, and so on.

I think it’s fantastically exciting, because we can do it and it works. I think social enterprise is the future model for organising our collective state assets.

· Tim Smit is chief executive and co-founder of the Eden Project in Cornwall. This is an edited extract from his speech to the Social Enterprise Coalition Voice 07 conference last week.

How do you know that you do not know when you do not know?

Thanks to Mind tools I can now share this literature which I was aware of many years back. Excellent tools to use to build up confidence and self esteem.

Creating Better Understanding Between Individuals and Groups

The Johari Window is a communication model that can be used to improve understanding between individuals within a team or in a group setting. Based on disclosure, self-disclosure and feedback, the Johari Window can also be used to improve a group’s relationship with other groups

Developed by Joseph Luft and Harry Ingham (the word “Johari” comes from Joseph Luft and Harry Ingham), there are two key ideas behind the tool:

1. That individuals can build trust between themselves by disclosing information about themselves; and
2. That they can learn about themselves and come to terms with personal issues with the help of feedback from others.

By explaining the idea of the Johari Window to your team, you can help team members understand the value of self-disclosure, and gently encourage people to give and accept feedback. Done sensitively, this can help people build more-trusting relationships with one another, solve issues and work more effectively as a team.

Explaining the Johari Window:

The Johari Window model consists of a foursquare grid (think of taking a piece of paper and dividing it into four parts by drawing one line down the middle of the paper from top to bottom, and another line through the middle of the paper from side-to-side). This is shown in the diagram below:

Using the Johari model, each person is represented by their own four-quadrant, or four-pane, window. Each of these contains and represents personal information – feelings, motivation – about the person, and shows whether the information is known or not known by themselves or other people.

The four quadrants are:

Quadrant 1: Open Area

What is known by the person about him/herself and is also known by others.

Quadrant 2: Blind Area, or “Blind Spot”

What is unknown by the person about him/herself but which others know. This can be simple information, or can involve deep issues (for example, feelings of inadequacy, incompetence, unworthiness, rejection) which are difficult for individuals to face directly, and yet can be seen by others.

Quadrant 3: Hidden or Avoided Area

What the person knows about him/herself that others do not.

Quadrant 4: Unknown Area

What is unknown by the person about him/herself and is also unknown by others.

The process of enlarging the open quadrant vertically is called self-disclosure, a give and take process between the person and the people he/she interacts with.

As information is shared, the boundary with the hidden quadrant moves downwards. And as other people reciprocate, trust tends to build between them.

Using the Tool:

The process of enlarging the open quadrant horizontally is one of feedback. Here the individual learns things about him- or her-self that others can see, but he or she can’t.

If anyone is interested in learning more about this individual, they reciprocate by disclosing information in their hidden quadrant.

For example, the first participant may disclose that he/she is a runner. The other participant may respond by adding that he/she works out regularly at the local gym, and may then disclose that the gym has recently added an indoor jogging track for winter runners.

As your levels of confidence and self-esteem rises, it is easier to invite others to comment on your blind spots. Obviously, active and empathic listening skills are useful in this exercise.

The Johari Window in a Team Context

Keep in mind that established team members will have larger open areas than new team members. New team members start with smaller open areas because little knowledge about the new team member has yet been shared. The size of the Open Area can be expanded horizontally into the blind space, by seeking and actively listening to feedback from other group members.

Group members should strive to assist a team member in expanding their Open Area by offering constructive feedback. The size of the Open Area can also be expanded vertically downwards into the hidden or avoided space by the sender’s disclosure of information, feelings, etc about himself/herself to the group and group members.

Also, group members can help a person expand their Open Area into the hidden area by asking the sender about himself/herself. Managers and team leaders play a key role here, facilitating feedback and disclosure among group members, and by providing constructive feedback to individuals about their own blind areas.

Key Points:

In most cases, the aim in groups should be to develop the Open Area for every person.

Working in this area with others usually allows for enhanced individual and team effectiveness and productivity. The Open Area is the ‘space’ where good communications and cooperation occur, free from confusion, conflict and misunderstanding.

Self-disclosure is the process by which people expand the Open Area vertically. Feedback is the process by which people expand this area horizontally.

By encouraging healthy self-disclosure and sensitive feedback, you can build a stronger and more effective team.

Feed back

What did I enjoy?

What I learned today?

having experienced today what do I need to change for the next session?

This was part of my  yesterday’s reading, which I found interesting enough to share!

The psychological counseling process follows a defined path of steps in a sequence. It is important to follow this process because of the power of human emotions and because of the real need to arrive at a desired outcome of the counseling.

Listening and Observation

The first step is one of active listening and observing the client. Is he or she relaxed or disturbed and agitated? Can eye contact be held or is the person’s attention darting and being deflected everywhere? Is the body language telling you something? Is the body posture generally open or closed and defensive? (Self protective.)

Facing Negative Emotions

Are there any clearly dominant negative emotions such as anxiety, fear, anger or guilt? These will need to be acknowledged and ‘fed back’ to the client as being observable, real events that need to be dealt with. Unless these negative feelings are actively confronted, no progress can be made with behavior modification and with goal setting. This task of providing feedback on negativity and bringing strong emotions into the light of day may take a considerable amount of time over several one hour sessions. Statements like, ‘I see you are really angry about something’ can be helpful. Also, ‘so you’ve been worrying a lot lately.’

Positive Suggestion and Options

Some suggestions like, ‘you can do something about this,’ may be timely and empowering. Build up the perception of skills and self esteem. ‘You have real ability and you can learn more skills to beat this thing. Deep inside, you can imagine now and think up some solutions.’

‘What are the options facing you?’ leads to a creative brainstorming with the client about how to start moving towards a lasting solution.

Goal Setting

‘So what do you really want?’ becomes the start of finding goals that really follow the interests and desires of the client. The question, ‘what would you need to do first?’ leads to sub goals and tasks that must be fulfilled in order to achieve the primary goal. The counselor’s goal is to draw this information out of the person instead of imposing one’s values and beliefs.

Reinforcement

Systematically rewarding all progress including any ‘baby steps’ taken in the right direction; i.e., towards the agreed upon goals. Reward in this context of counseling means giving the person your focused attention, acceptance, approval and praise. These social rein forcers are very potent in supporting changes in behaviour.

Conclusion

As you are beginning to realize, counselling techniques are not particularly complicated, but they do need to follow a set order or sequence. In fact, psychological counselling may be summarized in two rather direct questions:

1. ‘How are you feeling?’

2. ‘What do you want?’

The psychology here looks at first glance to be oversimplified, but is it really? Results will follow when this sequence is used with the appropriate sensitivity and empathy. Take care with other people and always remember to consult a trained and registered health practitioner when confronting mental health problems of severity, when human life may be at risk. This article is provided for educational purposes only. It is not intended for therapeutic application.

Grace Miller has put together a complimentary report on public speaking that gives special techniques to cure even the worst nerves.