MAKING THE WORKPLACE WORK! The Workforce Initiative

 
 
MAKING THE WORKPLACE WORK! 
The Collaborative Workforce Initiative 
 
Participant Handbook 
 
 

 
 

CLIENT NAME 

Table of Contents

Module I: Collaboration – It’s All About People!

What is collaboration?
Why is collaboration important?
How collaboration can help with personal growth.
Collaboration Self-Assessment
How collaboration enables organizations to stay competitive.

Module II: Communication – Speak Clearly and Listen Openly!

Module II: Part I: What is communication?



What is effective communication?
Why effective communication is important to collaboration?

Communication Survey Parts 1 & 2

Module II: Part II: Speaking



Tips for effective speaking

Being assertive

Module II: Part III: Listening

Chinese symbol for the verb “to listen”
Three Primary Focuses for listening
Tips for effective listening




Module II: Part IV: Non-Verbal Communication

Tips for effective non-verbal communication



Module II: Part V: Effective Communication and Collaboration



ADD-A-PAL
LADDER
Did you hear me? Did you understand me?

Myths about listening

MAKING THE WORKPLACE WORK

Module III: Building on Basics & Getting to the Core!
Values, Competencies, and Collaborations –

Module III: Part I: What are values?

What are competencies?
What are collaborations?

How core values can help with personal growth.

Module III: Part II:

Why are core values important?
Why are core values important for collaboration?

Module III: Part III: What are core competencies?

Why are core competencies important/How do core competencies help
maintain competitive advantage?
Why are core competencies important to collaboration?

Module III: Part IV: What are core collaborations?

What is commentary?
What is self-determination?
C before D
What is collegiality?
What is culture?
What is posture?
Why are core collaborations important?
Manage the flow of communication.



Module IV: Putting it all together!



Module IV: Part I: Wrapping It Up

Five Ways of Responding
Improving Relationships

MAKING THE WORKPLACE WORK

Collaboration: It’s All About People!

What is collaboration?
Why is collaboration important?
How collaboration can help with personal growth.
How collaboration enables organizations to stay competitive.

MAKING THE WORKPLACE WORK Module I: Collaboration

What is collaboration?

Organizations today face many challenges not the least of which is enabling and
empowering people to work together in a productive and goal oriented manner.
Regardless of the type of organization i.e. business, governmental agency, or
religious community, as the workforce becomes more diverse, organizational
leadership is finding it necessary to facilitate healthy work environments
among diverse groups of people with varying backgrounds, associations,
and affiliations. To understand the delicate balance, let us explore what
“collaborative workforce” means.

Collaborate, according to the Merriam-Webster Dictionary, means “to work jointly
with others or together especially in an intellectual endeavor”.

A workforce, also according to the Merriam-Webster Dictionary, is comprised of
“the people engaged in a specific activity or enterprise”.

Put it all together and a collaborative workforce is a group of people working together toward a specific goal.

Why is collaboration important?

In an environment, that is constantly changing regulations, laws, and policies, people may tend to feel disoriented
because their foundational standards and the “old ways” of conducting business have changed. It is paramount
for organizational leadership to acknowledge and understand how external forces can affect organizational culture
and create stress. If such impacts are not mitigated negative, forces will replicate and can impact relationships,
communication, and productivity leaving people without a solid foundation upon which to grow as individuals, create
effective teams, or grow the organization.

Think about a time when an organization you worked for changed (leadership, merged, had a lay off). How were you
told about the change, was there clear communication about what was happening? How did it make you feel?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

MAKING THE WORKPLACE WORK Module I: Collaboration

How collaboration can help with personal growth.

As the workforce becomes more diverse, now more than ever, it is important
to not only acknowledge each others differences but to also seek to
understand such differences in order to create effective teams wherein
productivity is balanced with creativity and everyone is afforded the ability to
participate in the process.

These two sites have collaboration self-assessments that would work here
in order for the participant to have an idea of how “collaborative” they are
– I don’t know how to determine if they are “public domain” but one gives
information on how to get permission to use the tool and the other is an Ohio
State tool that would probably give permission as well.

http://www.ag.ohio-state.edu/~bdg/pdf_docs/b/B02.pdf
http://www.joe.org/joe/1999april/tt1.html

MAKING THE WORKPLACE WORK Module I: Collaboration

How collaboration enables organizations to stay competitive.

To preserve and grow human capital an organization must foster an
environment that rewards teamwork. Teamwork within an internal
community such as a department means establishing a practice of
interaction among co-workers that encourages social learning to create
combined understanding. Creating a collaborative team-oriented work
community helps an organization stay competitive because individuals
who can, and often do, leave an organization because of stressful
interpersonal relationships, incivility, or bullying will choose to stay in
an environment where they are challenged to grow both personally and
professionally. Further, it is very damaging to a company financially to
continually hire and train new associates. The cost of replacing talent
at an organization is staggering compared with the cost of listening to
associate needs and respectfully addressing them.

Think about a time when you took an issue that was bothering
you to your boss. Were you satisfied with the solution? Why or
why not, what did it make you think about the organization?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

This training will seek to guide the learner through a process of understanding what communication is, how effective
communication is beneficial, and provide the knowledge through five core competencies to enable an organization to
create a collaborative workforce.

MAKING THE WORKPLACE WORK Module I: Collaboration

Communication: Speak Clearly and Listen Openly!
Part I

What is communication?

What is effective communication?
Why is effective communication important to collaboration?

MAKING THE WORKPLACE WORK Module I: Collaboration

Communication: Speak Clearly and Listen Openly!

What is communication?

Communication is the exchange of ideas from one to another.

What is effective communication?

Effective communication depends on clarity, speech patterns, and the intonation conveyed
by the sender of the message. Effective communication is also the ability of the listener to
attend to the message.

Think about a time that you tried to share information on how to complete a task with someone and although
the task was completed, it was not completed to your satisfaction. What happened, and what could you have
done differently?

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

Why is effective communication important to collaboration?

Effective communication, being consciously aware of the message you are sending, is important because it is the
only way to ensure that the person/people you are sending the message to receive the message correctly, can ask
relevant questions for clarification, provide input, act on the information appropriately, and provide feedback.

Based on your new understanding of collaboration why do you think that effective communication is essential to
creating a collaborative workforce?

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

MAKING THE WORKPLACE WORK Module II: Communication

Communication Survey Questions Part 1

1) Never 2) Not Often 3) Sometimes 4) Often 5) Always

1. When someone makes me angry I deal with them while still angry.
2. I become impatient with people who do not express their thoughts and opinions clearly.
3. I can get to the solution of the problem without regard to underlying interests or motivations.
4. When I’m negotiating with someone I view them as an opponent.
5. I believe the words I choose in communication with another person convey most of my message.
6. When I listen carefully to what someone is saying to me I can predict what their conclusion will be.
7. When I’m not sure about what someone is saying to me, rather than ask questions, I’ll wait to learn more.
8. When someone gives me intructions and asks, “Do you understand?”, I say “Yes.” even when I’m not entirely sure.
9. Effective communication can be achieved simply by taking turns talking.
10. When I’m locked in an argument with someone I view them as an opponent, and I think in terms of win/lose.
Total Score
Divide Total Score by 10
Average Total Score

Evaluation: 1 – 2.5 effective communication, 2.6 – 3.5 needs improvement, 3.6 – 5 destructive communication habit.

MAKING THE WORKPLACE WORK Module II: Communication

Communication Survey Questions Part 2

1) Never 2) Not Often 3) Sometimes 4) Often 5) Always

11. When I initiate a discussion of something important to me and want to be sure it makes an impact, I invite
the other person to explain their viewpoint before I present mine.

12. I ask for more information about why a particular demand is being made to explore for underlying interests
and ask why a position is important.

13. I listen for more information about why a particular demand is being made to explore for underyling
interests and ask why a position is important.

14. When I ask questions for clarification, they tend to be op en ended and cannot be answered with a simple
“yes” or “no” response.

15. The best way to get the listening I need is to make the other person feel listened to first.

16. In negotiations I try to direct the focus away from stated positions and explore for interests and common
solutions.

17. I practice direct communication by using “I” statements, such as “I think...”, “I feel...,” “I need...”.

18. I look past a person’s opinion to what solution is necessary to solve the problem to get to their needs and
underlying interests.

19. When someone says something I’m not sure about I ask for clarification.

20. I restate the essence of the speaker’s message in my own words as a way of checking on the accuracy of what
has been heard.

Total Score
Divide Total Score by 10
Average Total Score

Evaluation: 1 – 2.5 very poor communication, 2.6 – 3.8 satisfactory, 3.9 – 5 effective communication

MAKING THE WORKPLACE WORK Module II: Communication

Communication: Speak Clearly and Listen Openly!
Part II: Speaking

Effective speaking:

Effective language skills are essential to achieve success and satisfaction in business and personal relationships. The
following tips will assist you in developing effective communication skills.

● Think before you speak.
● Expand your vocabulary.
● Give attention to nuance.
● Know your audience.
● Avoid technical language.
● Be yourself.
● Lighten up.
● Show your enthusiasm.
● Become a good listener.
● Listen to yourself.

MAKING THE WORKPLACE WORK Module II: Communication

Being Assertive:

When people are assertive, they risk coming off as arrogant, aggressive, and offensive;
however, there are times when being assertive is necessary. On the other hand, there are
also, times when people must ignore their own self-interests and in doing so the perception
is that they are timid, submissive, and/or a doormat.

Think about a time when you had a strong view on an issue or an idea that you wanted to
present and in your excitement, somehow the message was lost. In the end, you were not
able to gain support or buy in and in turn, the idea was lost. How did your presentation
affect potential buy in?

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

___________________________________________________________________

There is a delicate balance between being confident enough to be assertive of personal rights and boundaries while respectful
of others.

Know the distinction between being assertive and being aggressive or arrogant:

Establish clear boundaries when dealing with others:

Politely but directly let people know your position:

Affirm yourself and your good qualities:

Know what you want:

Avoid being timid:

Be willing to clearly say either yes or no and stand by your answer:

Avoid arrogance:
When opinions are in question give yourself permission to disclose yours

MAKING THE WORKPLACE WORK Module II: Communication 10

Based on your new understanding of effective speaking and being assertive, why do you
think that speaking effectively is essential to creating a collaborative workforce?

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

____________________________________________________________________

MAKING THE WORKPLACE WORK Module II: Communication 11

Communication: Speak Clearly and Listen Openly!
Part III: Listening

Effective Listening:

Effective listening: is much more than just hearing; listening is the ability to receive and interpret verbal messages and cues, such
as body language, in order to respond appropriately to the purpose and needs of the sender.

Chinese verb “to listen”



Chinese character for eyes
Chinese character for attention

Chinese character for open heart

Chinese character for ears

Why do you think that the Chinese utilize so many symbols in their writing to identify the act of listening? Do you think this
embodies what effective listening is?

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

MAKING THE WORKPLACE WORK Module II: Communication 12

If the message is factual, your purpose is to acquire all relevant information, so you listen and respond with concentration and
attention to detail. However, if the message is meant to be entertaining your purpose may be to enjoy, so you listen in a relaxed and
open manner. Messages meant to persuade require us to make a decision based on the information given, so we listen and respond
critically and judgmentally.
It is estimated that people (the listener) will filter out or change the intended meaning of what is heard in 70% of all communication.
The largest contributing factor to this miscommunication is using a listening style that is not appropriate for either the environment
or the message being sent and/or received. We tend to listen with our natural or preferred style. Developing the ability to use a
listening style that is most appropriate to a specific situation will help you listen more effectively in a wide variety of situations.
There are three primary factors to consider when choosing the listening style for an environment:

1. Focus:

2. Motivation:

3. Behavioral Indicators:

What is the correlation between the Chinese symbols for the verb “to listen” and the three primary factors to consider when
choosing the listening style? Do you think that both ideas are similar?

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

MAKING THE WORKPLACE WORK Module II: Communication 13

Tips for effective listening:

Concentrate:
Give unequivocal attention to the speaker:
Don’t anticipate what the speaker means:
Test the message and not the messenger:
Respect cultural differences and boundaries:
Develop the fine art of empathy:
Try not to interrupt:
Focus on feelings and not grammar or vocabulary:
Work:
Silence is truly golden:

MAKING THE WORKPLACE WORK Module II: Communication 14

Communication: Speak Clearly and Listen Openly!
Part IV: Non-Verbal Communication

What is non-verbal communication?

Most communication is done non-verbally. Only about 7% of a message we wish to
convey utilizes words. 38% is in our tone of voice and 55% is conveyed by body language.
This means that a majority of the information and/or ideas you try to communicate are
transmitted by words alone.
Non-verbal: Careful management of these non-verbal transmissions can lead to superior
acceptance and relationships. Here are some tips.

Tips for effective non-verbal communication:

Non-verbal communication can be intentional or inadvertent:

Develop an awareness of messages that you receive and send:

Non-verbal communication tends to be less direct but more honest:

Consider cultural, social, and experiential factors when decoding gestures:

Speed of delivery and other auditory cues will offer non-verbal messages:

What is not said may be as important as verbal expressions:

Possessions and material objects communicate values and ideas:

Don’t forget relationships are a form of communication:

Physical appearance reflects care, position, and status:

The complete complement of non-verbal communication should be taken as a whole:

Reputation often precedes you:

Symbolism can be its own language:

MAKING THE WORKPLACE WORK Module II: Communication 15

Communication: Speak Clearly and Listen Openly!
Part V: Effective Communication and Collaboration

ADD-A-PAL: Managing Differences

Are you aware of how you relate to others? Do you believe that it has a bearing on
the creation of a positive state of mind? Are you interested in how you can create a
set of attitudes and processes to develop with others to endow a more positive and
productive relationship?
Conflict happens when people disagree about something. Despite the fact that
people have many similarities, they also have significant differences. Because of these
differences, people will experience conflict. Conflict is a natural part of life and work but
to overcome conflict and have productive and constructive interactions, there must be informal processes, skills, and techniques for
approaching and resolving disagreements.
Differences can be positive and healthy, as well as a learning and growing experience. When differences are addressed in a positive
way it can be beneficial to our personal needs and purposes. Unfortunately, conflict also has a negative impact when people not only
disagree but cause hurt feelings that end up fracturing relationships. There are options for finding effective ways to manage and/or
deal with disagreements. Effective management can be a first step on the path to improving communication, problem solving, and
building trust and cooperation. The following is a proactive approach to managing differences that occur:

ADD-A-PAL

“A” Assure a fair process:

“D” Don’t react:

“D” Deal with emotions:

“A” Attack the problem and not the person:

“P” Practice direct communication:

“A” Ask about interests:

“L” Look to the future:

MAKING THE WORKPLACE WORK Module II: Communication 16

What are some things that you can do to ADD-A-PAL to your daily interactions? Do you think that these things will lead to a less
stressful and more productive environment?

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

MAKING THE WORKPLACE WORK Module II: Communication 17

LADDER: Climb the LADDER to Active Listening



Active listening is an intellectual function; hearing is a biological function. Active
listeners show they are listening through their facial expressions, body language,
and comments (i.e. effective communication). By repeating the others words and
identifying their emotions, active listeners demonstrate that they are participating
in the communication process and that they care about the message. Paraphrasing
the message back to the sender allows the sender to determine whether the
meaning of the message was received and interpreted correctly.

You can climb the LADDER to becoming a better listener

L: Look at the person speaking to you
A: Ask questions
D: Don’ interrupt
D: Don’t change the subject
E: Empathize
R: Respond verbally & non-verbally

What are some things that you can do to climb the LADDER to active listening, effective communication, and create a workplace
that is collaborative?

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

MAKING THE WORKPLACE WORK Module II: Communication 18

Did you hear me? Did you understand me?

Listening is not only physiological but also a process or recognizing, interpreting, and
understanding the message. There is a difference between listening to respond and
listening to understand. Effective communication is not something that is just acquired, it
is a set of practiced skills; skills that can be lost if not practiced and honed on a consistent
basis.
Here are some examples of listening techniques that can help improve communication:

Attending:
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

What are some examples of attending?

Listening for Feeling:
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

Listening to Clarify:
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

MAKING THE WORKPLACE WORK Module II: Communication 19

How can you gain clarification when listening?

Body Posture:
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________

Listening Behavior:
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

What are some examples of good listening behavior?

The use of questions is one method of expressing interest. What else can questions be used for?

MAKING THE WORKPLACE WORK Module II: Communication 20

Myths about Listening:

We think we are better listeners than we actually are and do not often learn or practice good listening skills. We take for granted
that listening is easy and believe everybody can do it without effort. Our lack of training is compounded when we start school. The
average student spends 50% or more of communication time listening, followed by speaking, reading, and then writing; however, the
time spent teaching each subject is exactly the opposite.

Here are some myths about listening:

● Everybody knows how to listen.
● Sending messages is more important that receiving them.
● Listening is easy and passive.
● Hearing and listening are the same thing.
● An effective speaker commands audience attention.
● Communication is the sender’s responsibility.
● Listening is done with our ears.
● Listening skills are practiced not learned.
● Listening ability comes from maturity.

MAKING THE WORKPLACE WORK Module II: Communication 21

Values, Competencies, and Collaborations:
Building on the Basics & Getting to the Core!
Part I

What are values?

What are competencies?

What are collaborations?

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 22

Values, Competencies, and Collaborations:
Building on the Basics & Getting to the Core!

What are values?

Value or values can mean many things including: “a fair return, equivalent goods, the monetary worth
of something” and even, “the relative duration of a musical note”. In the context of this discussion,
value(s) also means “relative worth, utility, and/or importance” as well as “a principle or quality
intrinsically valuable or desirable” (Miriam-Webster online).

When you think of value or values in any context, what are some things that come to mind? It is easy to say, “Corporate values or
family values” but what specifically are values?

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

What are competencies?
Competencies or competence can mean several things, but for the purpose of this discussion, competence means “…the properties
of an embryonic field that enable it to respond in a characteristic manner to an organizer” (Miriam-Webster online). Embryonic in
this discussion means the beginning or inception of something. In simple terms, competencies are the things that you do well.

Do you think that your personal competencies are different than those of your organization?
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 23

What are collaborations?

Collaborate, according to the Merriam-Webster Dictionary, means “to work jointly with others or together especially in an
intellectual endeavor”.

Based on prior discussions (Module I) and what you have learned so far, do you think that collaboration is necessary for an
organization to be successful?

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 24

Values, Competencies, and Collaborations:
Building on the Basics & Getting to the Core!
Part II: Core Values

How core values can help with personal growth.

Values are those things that shape our thinking and help us to identify those things that are
most important to us. Not only “what” those things are but “why”. Values can come from a
multitude of sources and our personal value systems evolve as we experience life. We gain our
values (what we perceive to be good and/or bad) and our ethics (what we perceive to be right
and/or wrong) from our families, our communities, generally accepted customs (morals), and
experiences that we have throughout our lives. It is important to note that as we experience
new things that our values may shift based on new information; however, our core values do
not tend to change.

What would you rather be doing right now? Be honest, given the opportunity, where would you be, and what would you
be doing?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

Why are core values important?

Your answers to the previous question are a strong indicator of what your core values are. If you think about your answers, you
should find that your answers are indicative of what is important to you in your life. It is in this way that our values help us prioritize
the things in our lives that mean the most.

From an organizational standpoint, values are the organization’s standards of behavior. The core of how the company will conduct
business. Core values serve many purposes; they promote trust, encourage diversity, emphasize personal and professional growth,
establish mutual respect, and provide a basis for constructive communication. All of these things are critical to the success of an
organization; they provide a roadmap of acceptable business practices. Core values also are necessary for a vibrant and healthy work
environment.

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 25

Would, should, does having organizational value statements make the decision-making process easier? Could, does having
organization value statements take the subjectivity or “grey area” out of the decision-making process? If there are values that
your organization enforces as the “standard for doing business” does it empower you to take action and feel confident that others
would have made the same or a similar decision based on the available information?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

Why are core values important for collaboration?

When the prevailing attitude in a workplace is more deceit than trust, toxicity can and often will negatively affect the organization’s
vision/mission. The impact to the organization’s vision/mission can be both direct and indirect. An organization that appears to its’
shareholders, stakeholders, and customers to function without integrity and principles will not often be one where others choose
to maintain a relationship and without relationships there is no business. With no business, there are no new opportunities or new
customers and there is a downward spiral.

Without core values, the culture of the organization could become cynical, and the psyche of workers irreparably damaged. Such
damage could result in not only direct costs, but also indirect costs.

A direct cost to an organization would be a negative impact to the bottom line. If an organization cannot support the vision by finding
creative solutions and building on new ideas then there is a limited ability to make money.

The indirect impacts to an organization are less noticeable physically, but can be much more costly.

What are some indirect impacts? Do you think that indirect impacts are more costly? Why or why not? What are some costs that
are not directly associated to dollars?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 26

In some instances workers will choose to leave the organization, taking with them integral knowledge about products and services,
especially workers who have a long working relationship with the organization. The knowledge, experience, and relationships that
they take with them when they leave in some instances are irreplaceable.

A second indirect cost could be increased incident rates of not only absenteeism, but also presenteeism.

Absenteeism is the amount of unscheduled time a worker spends away from work. Absenteeism is a direct cost because it is easily
measurable. An organization has the ability to analyze data to determine how many people are not at work on any given day.
From those numbers organizational leadership has the ability to determine how much money is lost due to “lost time” that exists
due to absenteeism.

What are some examples of presenteeism?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

Presenteeism, on the other hand, is much harder to measure. Presenteeism occurs when workers actually show up to work but are
unproductive when they get there. Presenteeism is much more difficult to measure because of the increase in popularity of work
groups, work teams, and collaborative working environments. In those types of working environments, it is much easier to overlook
one un/under-productive employee or team member because the group will naturally compensate (at least for a little while).

It is easier for organizational leadership to operate honestly and with integrity when trust is an established benchmark. When
organizational values are established, identified, defined, adhered to, and supported, by all workers, and not only by senior
leadership, it enables the organization to function more effectively and efficiently.

In an organization where senior leadership can clearly communicate the organizational vision and share expectations; defensiveness,
uncertainty, and reactive negative responses can be replaced by improved quality, cost reductions, and higher customer satisfaction.

Organizational leadership must understand that the need for professional growth and development is as important as personal
growth and development to the overall health and effectiveness of workers. When organizational leadership engages the workforce
both emotionally and intellectually, workers respond with performance and commitment.

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 27

Values, Competencies, and Collaborations:
Building on the Basics & Getting to the Core!
Part III: Core Competencies

What are core competencies?

“Core competencies are the collective learning in the organization, especially how to coordinate diverse production skills and
integrate multiple streams of technologies.”
“Core competence is communication, involvement, and a deep commitment to working across organizational boundaries.”
“Core competence does not diminish with use. Unlike physical assets, which do deteriorate over time, competencies are enhanced as
they are applied and shared.”
Would, should, does having core competencies help an organization succeed? Why or why not?

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 28

Why are core competencies important?

Core competencies are important because they help a company achieve the following:
• “First, a core competence provides potential access to a wide variety of markets.”
• “Second, a core competence should make a significant contribution to the perceived customer benefits of the end
product.”
• “Finally, a core competence should be difficult for competitors to imitate.”

Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation [Electronic version]. Harvard Business Review, 68(3), p.
79-91.
How do core competencies help maintain competitive advantage?

_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________
_______________________________________________________________________

Why are core competencies important to collaboration?

Core competencies are important are important to collaboration because they ensure that everyone is working toward achieving the
same vision. They help leadership maintain focus and they are unique to the organization therefore enabling leadership to capitalize
on a common goal.

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 29

Values, Competencies, and Collaborations:
Building on the Basics & Getting to the Core!
Part IV: Core Collaborations

What are core collaborations?

A collaborative workforce is a workforce structured around the foundational principles common to mediation, coaching, and other

conflict resolution disciplines. When such principles are applied in the workplace they enable workplace relationships to prosper.

That coupled with disciplined processes and procedures create a healthy workplace.
Essential elements of a collaborative culture are:

● Commentary

● Self-Determination

● Collegiality

● Culture

● Posture

Commentary

Commentary is how you are received through your thoughts, comments, actions, and demeanor, and it values you as a person
acknowledging merit.

Commentary is how you are received through your thoughts, comments, actions, and demeanor, and it values you as a person
acknowledging merit.

What are some examples of commentary?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

(Are these examples of commentary, if so in what context?)
…to show appreciation for the other’s point of view
…to acknowledge the validity of that perspective
…to express that understanding in what you say and do

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 30

When we listen to understand and not just respond we offer positive commentary and invite the same for ourselves; active listening
is the gift we want returned. Recognizing the human needs of another person is a good beginning to collaboration. Ask questions
and paraphrase to show you care and understand. Agree whenever you can and be prepared to offer and apology, because you are
building a bridge from your side and asking them to begin theirs; show respect and stay away from hostile bargaining; try not to use
the work “but”…rather, follow your point with the work “and”. Always try to foster respect and speak from the first person “I”.

Recall an even when you were disappointed with how another person treated you and felt unappreciated or unrecognized. How
did this make you feel? What did you do about it? How would you have better handled the situation if you had it to do over?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

Self-Determination

Self-determination is the right to make personal decisions and the freedom to do what you believe is best.

What are some examples of self-determination?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

(Are these examples of self-determination, if so in what context?)
…joint problem solving atmosphere
…ask problem solving questions
…negotiate about the rules of the game

When we ask others for advice few can resist opening-up because it is flattering. Ask questions like “why do you want this”, “help me
understand why”, ”tell me what’s important about that for you”, and other “what if” questions for clarity. “What if”, questions also
move a discussion toward underlying interests and real motivations, rather than relying on what seems apparent on the surface.

Let such communication express aspiration for shared understanding rather than as a demand for acceptance of your own idea.
Maintain a focus on the problem, which more often than not, is the real issue and not the person to whom you are speaking.

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 31

C before D

Consult prior to deciding as a gesture of self-determination and respect. Involve the other party by giving them ownership in the
resolution. Do not sell your ideas but engage others in joint problem solving. Remember, a person’s pride is a very intimate and
private part of each of us and should be respected and protected.

Recall a time when you felt like your boss was micro-managing you. What did you do about it? How could you have better handled
the situation if you had it to do over?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

Collegiality

Collegiality his how you are treated by peers and associates and the distance placed between them.

What are some examples of collegiality?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

(Are these examples of collegiality, if so in what context?)
…do not treat others as adversaries
…be attentive to perspective
…do not commit assumicide

There are certain physiological responses that impact you and you may be aware of words or phrases that incite or anger – try to
avoid pushing such buttons. Buy time to think, it is okay to be silent and get past the impulse to react. This time is a good time to
interject humor or divert your attention to cool down before making a decision or taking a position.

When people prefer to relate in absolutes such as “right” and “wrong” it creates a zero sum game of “I win” and “you lose”. When
people view situations through this lens, a power struggle may ensue and the relationship can be held hostage to a perceived victory
or win over another person.

When a situation is seen through the lens of tolerance for differences and a stated position is merely a matter of opinion, not fact,
then cooperation, compromise, and/or collaboration is possible. Identifying and understanding differences allows people to shift
their position to one of negotiation with a willingness to listen.

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 32

The gift of good listening is in itself a sign of respect. Respect leads to accepting a person for who and what he/she is; such
acceptance creates an environment of trust, which can lead to a willingness to be open to new opportunities, new collaborations,
strategies, ideas, products and improved relationships.

Recall a time when you suffered a social snub and how you felt. What did you do about it? How could you have better handled the
situation if you had it to do over?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

Culture

Culture is your standing or status within the company you keep.

What are some examples of culture?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________



(Are these examples of culture, if so in what context?)
…the sea you swim in
…recognition of your personal status
…we are what we know

Within an organization, culture might be shared attitudes, beliefs, behaviors, and/or relationships that compose the company’s
norms and customs. There are patterns in cultures and relationships and we do not often examine them because we are stuck in our
own point of view. Misunderstandings hurt and when we hurt, we tend to look outside ourselves for explanations. In that kind of
linear thinking we can reduce human interactions to a matter of personalities. When we make assumptions about another person,
it reinforces our own passivity and lack of willingness to genuinely interact. When we write off people who have a pattern of non-
responsiveness, assuming their character is fixed, it only proves that these individuals trigger many people to play out the reciprocal
role in their dramas of two-way disharmony.

Recall an event or situation when you were overlooked or not recognized and relate how you felt because of it.

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 33

Posture

Posture is how you see yourself within the various roles you perform.

What are some examples of posture?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

(Are these examples of posture, if so in what context?)
…choose a role personally fulfilling
…use power to educate
…self-deception…a common form of deception

In negotiations, let the other side know the consequences and try not to be threatening or aggressive but realistic and sincere.
Discuss alternatives to resolution and defuse their reaction; use objective standards or outside data; be balanced. Keep sharpening
their choice and once important interests are identified the resolution can be crafted.

Forge a lasting agreement and recognize that coercion or misunderstanding will undo what was already done. Be precise with
expectations and aim for mutual satisfaction, not victory, because at some point you both agreed to be respectful winners and to
take away from the negotiation what you truly need and not always what you want.

Recall a time you were reduced to nothing by a supervisor, or that you were severely critical of a subordinate and created
emotional distress in that person with you words. How could you better handle the situation if you had it to do over again?

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

_______________________________________________________________________

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 34

Why are core collaborations important?

The shared reality of the workplace requires individuals to perform and act autonomously yet cooperatively. In the collaborative
workforce the individual shifts from merely learning skills and gaining knowledge to a context where skills, combined with
appropriate attitudes, behaviors, and knowledge merge into the culture with which the individual identifies. Consequently, the
communities comprising the culture combine with one another into the greater community, underpinned by shared values, beliefs,
and goals.

Senior leaders and policy makers generally effect change first in strategy (externally perceived competencies and customer perceived
value) and structure (internal changes in forms, processes and reporting relationships). They tend to undervalue the importance of
culture and consequently the “people” component of change. When culture is viewed is such a way, transformation to a culture of
collaboration cannot satisfactorily be accomplished. Leadership shortcomings in this area stem from a lack of understanding of how
cultural considerations connect with other approaches, such as education and behavior change. Without addressing the existing
culture there is a tendency to set unrealistic expectations and a change in attitudes or behavior might be a long time coming.

Manage the flow of communication:

● Be patient and let a person who needs to vent to do it/
● Separate egos from issues, and try not to take venting or the problem too personally.
● Try to stick to the other person’s subject. You might want to get at something else, but give the

speaker time to finish
● Do not be too quick to try to move on when the speaker repeats things.

Remember: Repetition may indicate that the subject is very important to the speaker. This is a cue you should
try to feedback what the speaker is saying.

● If repetition goes on too long, try something like “Well, it’s clear to me that (topic) is very
important to you. Is there anything else that is also important for me to understand?”

● Be comfortable with silence.
● Things to remember:
● Meant does not necessarily mean Said: think about the message that is to be conveyed and

then say what you think and feel.
● Said does not necessarily mean Heard: if there are stimuli to detract from good listening what

you said may not have been heard.
● Hear does not necessarily mean to Understand: be attentive to the limitations of the listener

and be aware that the subject may not have the same weight or interest level.
● Understand does not necessarily mean to Agree: even though understood the other party may

hold a different opinion and require more data to have a change of mind.
● Agree does not necessarily mean to Keep the Promise: hurried consent may doom the outcome

if memory loss or misunderstanding later occurs.
● Keep the Promise does not necessarily mean To Execute: not every intention ends up happening

so be sure to have controls and safeguards in place.
● To Execute does not necessarily mean to Make the Change Happen: be prepared to remind

others what was expected by the mutually agreed-upon resolution.

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 35

Putting It All Together

The skill sets that establish the tone for effective communication in order to facilitate the creation and/or continuation of a
collaborative workforce include active listening as well as a trusting relationship as a coach/mentor. The level of trust established
by a coach/mentor is directly proportional to the level of emotional intelligence exemplified by the organizational leadership in
relationship to appropriate delegation of tasks as well as the level of autonomy that leadership has in dealing with issues that arise
within their areas of control.

Good communication skills are skills that require not only mutual respect but also self respect. Mutual respect can be demonstrated
by listening fully and affirming that there is mutual understanding. Self respect is demonstrated by the ability to assert ones purpose
and/or legitimate self interest without aggression.

ADD-A-PAL to your interpersonal relationships. Misunderstandings hurt and when people hurt they often look outside themselves
for explanations and assume the other person has the problem. When this happens it can reinforce passivity and lack of willingness
to genuinely and constructively interact and engage the other person in productive communication. People tend to write off people
who will not or do not respond the way they want and assume their character or personality is somehow flawed. Such behavior
perpetuates repetitive behavior and the pattern and drama of a two-way disharmony continues.

Organizations are social systems in which people are strongly influenced by the organizational culture. Therefore, the most potent
tool for improvement is cultural change. The goal is to increase the long-term health and performance of the organization, while
enriching the lives of its members. Appropriate communication and listening skills can benefit workplace interactions and impact
the bottom line. We assume we are better listeners than we really are, so, in a tense situation, despite our sincerity and selflessness
others can’t read our mind or motives and our egocentric perspectives keep us from realizing people can’t measure our actions
except by the signals we send, which aren’t as clear to them as they are to us. Training in constructive conversation can be rewarding
to the individual and the organization. Good communication skills are mutual respect skills and each person should show respect for
the other as well as respect for self. Not many aspects of human experience are as powerful as the desire to be understood.

Five Ways of Responding

● Advising and Evaluating:

● Analyzing and Interpreting:

● Reassuring and Supporting:

● Questioning and Probing:

● Understanding and Paraphrasing

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 36

Improving Relationships

• Develop a Positive Attitude:
• Avoid negative thought and criticisms -

• Be less judgmental and more accepting of others -

• Do Not Jump to Conclusions:
• Gather as much information as possible -

• Reacting defensively to situations-

• Improve Your Communication Skills:
• Listen carefully and focus on the speaker's message; this will allow you to respond appropriately and avoid
misunderstandings -

• When the speaker is finished, state your understanding to ensure there is no misinterpretation –

• Resolve Conflicts Early:
• When a negative situation does arise, do not let it fester, be direct, but courteous –

• Develop a plan of action to address the problem with your colleague, then work together toward resolving it before
bringing it to the attention of others –

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 37

• Set Boundaries:
• Developing friendships with colleagues -

• Treat Others with Respect:
• Be respectful by paying attention, listening carefully, and responding appropriately -
• Always be courteous and professional -

• Regardless of the situation, try not to lash out or be rude -

• Be open and honest about your feelings and allow others to do the same -

• Understand and Accept Personal or Cultural Differences:
• When you and a colleague do not see eye-to-eye -

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 38

• Set Boundaries:
• Developing friendships with colleagues -

• Treat Others with Respect:
• Be respectful by paying attention, listening carefully, and responding appropriately -
• Always be courteous and professional -

• Regardless of the situation, try not to lash out or be rude -

• Be open and honest about your feelings and allow others to do the same -

• Understand and Accept Personal or Cultural Differences:
• When you and a colleague do not see eye-to-eye -

MAKING THE WORKPLACE WORK Module III: Values, Competencies, and Collaborations 39

MAKING THE WORKPLACE WORK: The Collaborative Workforce Initiative

Sullivan University
3101 Bardstown Road
Louisville, KY 40205

iccs.sullivan.edu