LEAD WORKPLACE COMMUNICATION

Self-Check 1.2-2

TRUE OR FALSE:
Answer whether the given statement is true or false, by writing (T) if the
statement is true or (F) if the statement is false, on a separate sheet.
_____ 1. Workplace issues always become conflicts.
_____ 2. Management conflicts are only between workers.
_____ 3. Workplace issues can lead to communication gaps.
_____ 4. Workplace issues should be addressed as soon as possible.
_____ 5. Workplace conflict corrupt morale.

Date Developed: Document No.
January 2017
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Answer Key 1.2-2

TRUE OR FALSE:
1. False
2. False
3. True
4. True
5. True

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Information Sheet 1.2-3

Issues Management

Learning Objectives:
After reading this information sheet, you must be able to:

1. Enumerate and explain ways in managing issues;

Managing workplace issues and conflicts:

1. Identify the problem. Be very specific in identifying the core of the
problem. Consider these examples:

 A less qualified person got the promotion you desired.
 You regularly have to work overtime.
 You didn't get the expected pay raise.
 A fellow employee is making harassing comments.
 You didn't get the office you wanted.
 The employer isn't providing an accommodation requested.
 A fellow employee never refills the coffee pot after taking the last cup.

2. Determine the size and scope of the problem.
 How serious is the problem? How often does the problem occur?
 Is it a big enough (or frequent enough) problem worth tackling?

3.Determine the severity of the problem.

 How serious or relevant is the problem to the work environment?

 To you, the individual involved? Again, is it important enough and
worth tackling?

Less serious work-related problems might include minor inconveniences and
annoyances in the work environment, such as supplies needed are out, the
copy machine wasn't refilled with paper, and so on. Often these types of
problems can be easily addressed by communicating concerns with the
individual involved. Sometimes minor inconveniences and annoyances are
brushed aside and ignored -- and sometimes should be.
Work-related problems considered to be of a more serious nature would
include those that pose a risk to health and safety, violate federal or state
workplace laws, violate company policies or employee contracts, and so on.

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Identify the easiest way to resolve the problem.

 What specifically, and most simply, would resolve the conflict?
 What's the easiest solution?
 A conversation to share concerns? An apology?
 A meeting?
 Mediation? Try to keep it as simple as possible by choosing the

easiest route first.

As workplace conflicts vary in nature, no one approach may necessarily
work for every situation encountered. But, again, whenever possible, start
with the easiest approach first. Legal action, if applicable to the particular
situation, should be used only as a last resort after all other attempts to
solve the problem have been tried first.

Arrange to meet with your employer. Schedule an appointment to meet with
your supervisor. In most situations, discussing a problem with your
supervisor can usually resolve most conflicts. Perhaps there was a
misunderstanding, an oversight, or a lack of legal knowledge. Often
bringing the problem to the employer's attention will help resolve the
problem. Given the opportunity, most companies will work to address a
problem, especially a problem that could involve the company legally.

Prepare for the meeting with your employer. To communicate concerns to an
employer effectively, the following tips are suggested:

 Know the workplace laws. When applicable, it's wise to become
familiar with federal and state employment laws and regulations that
apply to the problem at hand. Knowing what the laws say, what they
do, and who's covered will enable you to know what your rights are in
the workplace.

 Research company policies, employee contracts, and employee
handbooks. Review your copy of the company policy manual,
employee contract manual, and employee handbook to become
familiar with company policies and/or negotiated contract agreements
that relate to the problem.

 Write a brief summary. Very simply...
1. State the concern or problem.
2. List the facts (only the facts) related to the problem.

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3. State your recommendation for resolving the problem.

Meet with your employer. The following tips are suggested:

1. Meet with the employer in a private location away from co-workers.
2. Take a copy of your written summary to the meeting to share with the

employer.
3. State the problem, facts, and your recommendation.
4. Stick to the facts.
5. Don't become overly emotional or lose your temper. A calm

presentation of a complaint is always more effective than an emotional
or hostile confrontation. No matter how emotional or angry you may
feel...
6. Stay calm.
7. If the supervisor needs more time to address your problem, try to
establish a timeline with the supervisor so you know when to expect a
response or remedy to the problem.

At this point, hopefully the problem will be resolved. However, if the
problem is not resolved and further action is needed, go to #8.

Document the problem. Set up a file and keep records of all relevant
documents and correspondence. Records should include factual written
summaries of incidents noting date, time, location, and persons involved;
memos and letters; relevant work documents; meeting notes; performance
evaluations; and any other relevant paperwork to document your workplace
problem. Keeping a paper trail is essential for providing needed evidence
should legal action be needed down the road. Use appropriate volume for
your conversation setting.

Date Developed: Document No.
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Self-Check 1.2-3

TRUE OR FALSE:
Answer whether the given statement is true or false, by writing (T) if the
statement is true or (F) if the statement is false, on a separate sheet.
_____ 1. In managing issues, try to identify the root of the problem.
_____ 2. In managing issues, try to determine the seriousness of the
problem.
_____ 3. Minor issues need full management problem solving resources.
_____ 4. Violating laws and company policies should be ignored.
_____ 5. Legal action should be the first consideration in managing issues.

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Answer Key 1.2-3

TRUE OR FALSE:
1. True
2. True
3. False
4. False
5. False

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Information Sheet 1.2-4

Team Engagement

Learning Objectives:
After reading this information sheet, you must be able to:
1. Enumerate and explain ways on employee engagement;

Ways on Employee engagement

1. Focus on contribution. Determine how you can make a contribution.
Know that what you give is often what you receive in return. To be
disengaged at work can often lead to experiences of disengagement in other
areas of your life. Engagement is not a limited resource and research would
suggest that higher levels of employee engagement at work translate to
higher levels of engagement at home and in the community. Focus on
contribution and banish entitlement.

2. Be responsible while holding others accountable. Take responsibility
for your own engagement while holding others accountable for their

engagement. Encourage the leadership and the organization to keep making

their contributions to elevate employee engagement. In the the movement

from employee engagement to workplace engagement: if it is to be it is up to
we!

3. Master your personal energy. Energy is your fundamental raw material
for employee engagement. Learn to master your energy at work. Increase
your levels of mental, emotional, physical and spiritual energy while also
ensuring you take time for energy recovery. One paradox of employee
engagement is that we must also find times to disengage from work to
recharge and revitalize ourselves for the work ahead.

4. Be strong. Know your strengths while also knowing what strengthens

you. What are the gifts or qualities you bring to your work and what are the
activities you engage in that strengthen you? People who know their
strengths, use their strengths on a daily basis, and use their strengths in
the service of others report higher levels of authentic happiness at work.

5. Own your work. Some people make their marks while others sign their

names. Make your work a signature of who you are. Many organizations not

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only treat you like an owner they ensure that employees literally own a piece
of the company. There is a great deal of truth to the statement: nobody
washes a rented car.

6. Obliterate the “if only‖. Don’t postpone your engagement efforts waiting
for the ―if‖ only. If only the organization would do this, if only my manager
would recognize me, if only I had a different job…Stop the ―if only‖ and do
what you can with what you’ve got wherever you are. Practice the advice:
don’t let what you cannot do interfere with what you can.

Date Developed: Document No.
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Self-Check 1.2-4

TRUE OR FALSE:
Answer whether the given statement is true or false, by writing (T) if the
statement is true or (F) if the statement is false, on a separate sheet.
_____ 1. In team engagement, the employee should focus on his own targets.
_____ 2. In team engagement, the employee should be responsible while
holding others accountable.
_____ 3. In team engagement, the employee should work to exhaustion.
_____ 4. In team engagement, the employee should work like he owns the
company.
_____ 5. In team engagement, the employee should work well only if the
others do the same.

Date Developed: Document No.
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Answer Key 1.2-4

TRUE OR FALSE:
1. False
2. True
3. False
4. True
5. False

Date Developed: Document No.
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Information Sheet 1.2-5

Team Resolution

Learning Objectives:
After reading this information sheet, you must be able to:

1. Discuss the rationale of resolving team issues and conflicts;

Team issues or conflicts occur inevitably, but preparing to deal with it in a

rational, positive manner can save you from further disruption. Conflict
occurs when people have different opinions, lack respect for each other or

simply misunderstand intentions. Resolving conflict involves communicating

effectively and reaching a compromise. Ignoring dissension eventually takes

its toll both mentally and physically. Positive conflict resolution in a team
results in better long-term team dynamics.

Agreement

The first step in resolving conflict in a positive manner is getting agreement
that a problem needs to be solved. Using active listening skills, each team
member should restate what he’s heard, paraphrase key points and
summarize his understanding. Positive conflict resolution is characterized
by assertive behavior and not submissive or aggressive action. This
approach ensures that people can deal with the situation calmly. For
example, if two of your employees argue constantly, get them to agree that
they have a problem and need to resolve it because it impacts your business
operations.

Information

Positive conflict resolution involves gathering information about interests,

needs, viewpoints and concerns. Understanding these things enables you to

examine the impact to team productivity in an objective manner. When team

members acknowledge that other people see things differently, they can

attempt to find a solution. For example, if a conflict over the way to

approach status reporting arises on your project, gather opinions about

frequency, format and distribution from all team members before scheduling

a meeting to discuss the issue.

Solutions

Following a positive conflict resolution process requires participants to be

open to all ideas. Brainstorming allows the team to generate new ideas and

Date Developed: Document No.

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triggers creative thinking. Don’t dwell on complaints and accusations.
Consider options you’ve never thought about before. In a small business,
people typically need to work closely with the same personnel every day.
Continuing conflict erodes morale and distracts people from focusing on
work. Keep things positive and you’ll find an innovative solution to your
conflicts without provoking further confrontation.

Resolution
Both parties benefit from positive conflict resolution techniques. Discussion
may even reveal that what you thought was the cause of the problem is
inaccurate, incorrect or misleading. By remaining calm, showing patience
and demonstrating respect, you can help resolve problems in a constructive
manner. This results in effective long-term relationships and increased
productivity. Conflict that results in punishment for one party may result in
continued tension, stress and disruption. Focus on positive outcomes and
you’ll get better results.

Date Developed: Document No.
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Self-Check 1.2-5

TRUE OR FALSE:
Answer whether the given statement is true or false, by writing (T) if the
statement is true or (F) if the statement is false, on a separate sheet.
_____ 1. Team issues or conflict is inevitable.
_____ 2. People with different opinion will not result to issues or conflicts.
_____ 3. The first step in resolving conflict starts with an agreement that it
has to be settled.
_____ 4. A conflict will be resolved even if participants are not open to ideas.
_____ 5. Conflict resolution should be focused on positive outcome in order
to get good results.

Date Developed: Document No.
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Answer Key 1.2-5

TRUE OR FALSE:
1. True
2. False
3. True
4. False
5. True

Date Developed: Document No.
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Learning Experiences

Learning Outcome 3

Identify and communicate issues arising in the workplace

Learning Activities Special Instructions

Read Information Sheet 1.3-1 This Learning Outcome deals with the
on Issue Identification communication tools needed by
supervisors to identify and communicate
Answer Self-check 1.3-1 issues arising in the workplace.
Compare answers with Answer
Key 1.3-1 Go through the Information Sheets and
answer the Self-checks to ensure that
Read Information Sheet 1.3-2 knowledge on communication skills
on Sorting Issues needed in the workplace are acquired.

Answer Self-check 1.3-2 The outputs of this Learning Outcome are
Compare answers with Answer answers to the Self-checks that will show
Key 1.3-2 your mastery.

Read Information Sheet 1.3-3 Show your outputs to your trainer as you
on Mediation accomplish them for guidance and
evaluation.
Answer Self-check 1.3-3
Compare answers with Answer
Key 1.3-3

Read Information Sheet 1.3-4
on Miscommunication

Answer Self-check 1.3-4 After doing all the activities for this LO,
Compare answers with Answer you are ready to proceed to the next UC.
Key 1.3-4

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Information Sheet 1.3-1

Issue Identification

Learning Objectives:

After reading this information sheet, you must be able to:

1. Discuss on how issues can be identified;

Conflict can lead to a necessary change in the workplace. Company policies
that are unclear can be clarified if a disagreement arises about the rules.
Regulations that some members of the staff view as unfair can be addressed
to raise overall workplace morale.

Contention in the workplace can also expose a worker or manager who is
not recognizing the needs of the team or performing his job properly. The
supervising team can then take action against the employee to resolve the
situation.

Conflicts in the workplace should be addressed as soon as the issue is
brought to the attention of the management staff. Unresolved conflict can
spread throughout the entire staff and create a hostile work environment, as
employees may begin "taking sides" in the disagreement. The bigger the
conflict becomes, the harder the situation is to resolve.

One common way to approach a work conflict is for the immediate
supervisor of the involved employees to hold a mediation. Each employee is
allowed to air personal concerns, and the supervisor then works with each
staff member to solve the problem. In a typical mediation, every staff
member is expected to adhere to the terms of the resolution or face
disciplinary action.

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Self-Check 1.3-1

TRUE OR FALSE:
Answer whether the given statement is true or false, by writing (T) if the
statement is true or (F) if the statement is false, on a separate sheet.
_____ 1. Vague company policies can be clarified when a disagreement
happens.
_____ 2. Company regulations considered unfair should not be discussed
and but followed all the time.
_____ 3. Unresolved conflict will always stay minor or small.
_____ 4. Mediation is a common method to resolve issues between
employees.
_____ 5. In a mediation, employees are expected to stick to the terms of the
agreement.

Date Developed: Document No.
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Answer Key 1.3-1

TRUE OR FALSE:
1. True
2. False
3. False
4. True
5. True

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Information Sheet 1.3-2

Sorting Issues

Learning Objectives:
After reading this information sheet, you must be able to:
1. Enumerate and discuss ways to sort issues;

The best way to sort issues is to analyze the quality of the audience or ―put
the self in their shoes‖.

Example, to present overview of the organization to new employees, it is
logical to start with a history, present an overall corporate philosophy or
mission statement, discuss the various divisions or subsidiaries with their
roles or purposes, and then the major products and the market for each.
Another example, if the primary audience are investors, it is best to begin
with an overview of the current year's sales and financial performance,

compare it with previous years to show growth and progress, then break
down sales and contributions to the bottom line by division or product line.
Some common formats include:

 Order of location. A memo on the status of your company's offices
could be organized by state or by region.

 Chronological order. This format presents the facts in the order in
which they happened. Many case histories, feature stories, annual
reports, corporate biographies, and minutes of major meetings are
written this way.

 Problem/solution. Another format appropriate to case histories and
many types of reports, this one begins with "Here's what the problem
was" and ends with "Here's how we solved it, and here are the results
we achieved."

 Inverted pyramid. This is the newspaper style of news reporting in
which the lead paragraph summarizes the story, giving the reader the
who, what, when, where, why, and how; the paragraphs following
present the key facts in order of decreasing importance. You can use
this format in journal articles, company newsletters, press releases,
memos, letters, and reports.

 Deductive order. Start with a generalization—a theme you want to
support or a point you want to make—then support it with as many

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facts and observations as possible. Scientists use this format in
research papers that begin with the main thesis or finding and then
state the supporting evidence. Sales managers and copywriters use it
in preparing persuasive sales letters.
 Inductive order. Begin with specific instances and examples and
then lead the reader to the idea or general principle the evidence
supports or suggests.
 Priority sequence. Rank recommendations, problems, concerns,
issues, or other items from the most important to the least
important—an ideal format for writing a letter or memo recommending
a series of steps or actions.

An overall way to organize material that is meant to inform audience is to
use a report-writing sequence. This sequence forces you to get to the news
quickly, position background as secondary material, separate fact from
opinion, and move to the next step (example: recommendation, decision or
action item).

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Self-Check 1.3-2

TRUE OR FALSE:
Answer whether the given statement is true or false, by writing (T) if the
statement is true or (F) if the statement is false, on a separate sheet.
_____ 1. The best way to sort issues to qualify the audience.
_____ 2. A common way to classify issues is by location.
_____ 3. A common way to classify issues is by time.
_____ 4. A common way to classify issues is by priority.
_____ 5. A common way to classify issues is by alphabetical order.

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Answer Key 1.3-2

TRUE OR FALSE:
1. True
2. True
3. True
4. True
5. False

Date Developed: Document No.
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Information Sheet 1.3-3

Mediation

Learning Objectives:
After reading this information sheet, you must be able to:
1. Enumerate and discuss the elements of a successful mediation;

Elements of a successful mediation:

1. Stay Calm. The thing that leads to conflict is escalation. What starts

people escalating is their anger. Most of us stop listening to understand as

we get angry. Instead, we start listening in order to argue back. Remaining

calm is essential for performing these tools. To remain calm, it helps to look

at the big picture. If you think about it, most every dispute gets resolved

eventually. So when conflict inevitably happens, it is helpful to stop and

think that, chances are, it is going to be resolved eventually.

2. Listen to Understand. The only way to settle a dispute or solve any kind

of a problem is to listen carefully to what the other person is saying. Perhaps

they will surprise you with reason, or their point is actually true. Learn what

people's underlying interests are by letting them go on and on telling their

perspective of an issue until they give the one thing that is standing in the

way of them resolving it.

3. Accentuate the Positive. It is important to find some commonalities, or

create them, between you and the person on the other end. It is helpful and

empathetic to say, "Oh boy, I know what you are going through. I've had a

similar situation just recently. Let me see what I can do about this." This

serves to normalize the situation. It tells someone that he/she is not the

only one who has gone through this and that his or her reaction to it is

normal. That calms people right away.

4. State Your Case Tactfully. The key here is to help people understand

your perspective on things without making them defensive. To the extent

you can disarm them, they will be more able to hear what you are really

saying. A couple of tips are to own what is yours - apologize for what you or

your team did wrong and do it first. This enables them to hear what you

have to say next. Also, try not to state issues of difference as fact. Leave a

little benefit of the doubt. Rather than insisting something arrived on

schedule, it is better to acknowledge any room for doubt by acknowledging,

"My information shows them arriving on schedule. I'll have to take a closer

look into this."

Date Developed: Document No.

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5. Attack the Problem, Not the Person. Your points will be heard more
clearly if you can depersonalize your comments and point only at the issue.
Rather than accusing people of "always messing things up," it is better to
say, "We'll have to take a closer look at why this keeps happening." In most
statements that we make in a dispute, we are fighting with our own anger
and are tempted to put a zinger into the point we are trying to get across.
You will be heard better and improve your chances of resolving the issue the
way you want if you can catch yourself and take the zinger out.

6. Avoid the Blame Game. Assigning blame is only helpful in one instance
in problem solving - if you assign it to yourself. Generally speaking, figuring

out whose fault something is does not do any good if the goal is to fix a

problem. It is a diversion and sometimes a costly one because if a person

feels blamed, he/she often checks out of a conversation. The trick to
resolving clashes is to focus on problem solving, rather than pointing

fingers.

7. Focus on the Future, Not the Past. In the past tense, we have the

purchase order, the contract, the agreement and the deal as it was
understood by all involved. The present and future tenses are where the
solution ends. Rather than focusing on what went wrong or who should
have done what, the secret to dispute resolution is to treat it like problem
solving and focus on what can be done to resolve the problem. Once that is
done, companies can look to the past tense to analyze what went wrong and
how to improve quality control and efficiency.

8. Ask the Right Kind of Questions. If you want someone to answer you
with real information, rather than just arguing back, it is best to give them a
little information first. For example, "Since I don't have a copy of the P.O. in
front of me, it would help me to investigate this if you could tell me more
about how the colors on your order are described." Telling them why you are
asking, puts your intent first, so they don't have to guess it. The other type
of question that is especially helpful when you are trying to gather
information is an open-ended question. These are the opposite of directive
questions, and they invite the other person to tell you what he or she thinks

is important about the situation. "Can you tell me what happened from the
beginning?" or "Sounds as if this was really frustrating for you" can give you
information that you might later use to problem solve.
9. Pick Your Battles. Human nature makes us want to be right, even to the
point of being defensive or arguing points that do not matter in the big
picture. It is even fair game to ask the other person, "On a scale of one-to-

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10, how important is this issue to you?" If an issue is a five to you and a
nine to the person you are talking to, it is best to give that point up and use
the same scale when an item is really important to you. After all, business
relations are, like my brother's future father-in-law once told him about
marriage, a "60-60 proposition." Most people think it is supposed to be 50-
50, but the truth is, when adjusted for each person's perspective on how
much they give, how much they receive, it really is a 60-60 proposition.
Another marital proposition is also helpful here, do you want to be right, or
do you want to be happy?
10. Link Offers. Car salesmen do this all the time. They ask you what you
want your monthly payment to be and then set the price of the car and the
interest rate on the loan or lease so that they can match your monthly
payment. Essentially, it's a way of saying, "I can either do this or that, which
would be better for you?" It really is just sales skills - giving people the
choice between two positives, so that they feel as if you are trying to help.
11. Be Creative. Brainstorm. Remember that everything is negotiable. Feel
free to think outside of the box in order to expand the pie. Make it so that no
idea is too far fetched. Being creative with resolutions takes longer, but can
yield a true win-win solution. The best solution to a dispute is to get more

business out of it. As such, one common problem-solving technique is to
propose that instead of a cash refund, giving clients a deep discount on
future orders in order to show what a good job you are capable of doing for
them. This requires listening when asking the open-ended questions and
gathering morsels of good information that you will later use to formulate
proposals that meet their interests. For example, you might learn about
particulars that affected an order. From here, you can propose creative
solutions that replace things such as broken items, or instead of using the
money to re-do the entire order, you can use less money to ship a few dozen
shirts with their logo on them so that your counterpart can look like a hero
in front of the boss. These kinds of fixes make clients look good and keep
them loyal to you, even after an initial dispute.
12. Be Confident. You can do this! Many people are afraid of confrontation
and shy away from it. The process works. All you have to do is follow the
steps. Furthermore, you must do this. Now that you have these tools, it is
imperative that you do something about it. You owe it to your customers
and your co-workers.

13. Celebrate Agreement! This kind of negotiation is a hard process. It
requires two people to remain in an uncomfortable, potentially
confrontational position for a long time to rebuild trust and be creative while
trying to figure out the best, rather than the fastest, solution. Once it is
accomplished, both you and the person you are talking to deserve a good
pat on the back. There is nothing wrong with going to lunch or dinner to

Date Developed: Document No.
January 2017
RAC (PACU-CRE) Issued by:
NCIII Prepared by:
ENGR. A.F. CABALU PTC-Tralac
Lead workplace
communication Page 75 of

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celebrate the resolution of a dispute that could have been destructive, but
that ended with a win-win solution where everyone was satisfied. This is an
important process for avoiding more serious disputes such as lawsuits and
losing hard-earned customers. Learn to cultivate peace with customers,
suppliers, employees, labor and management.

Date Developed: Document No.
January 2017
RAC (PACU-CRE) Issued by:
NCIII Prepared by:
ENGR. A.F. CABALU PTC-Tralac
Lead workplace
communication Page 76 of

Revision # 00 81

Self-Check 1.3-3

TRUE OR FALSE:
Answer whether the given statement is true or false, by writing (T) if the
statement is true or (F) if the statement is false, on a separate sheet.
_____ 1. Staying calm during mediation helps people listen to the process.
_____ 2. Listening will confuse the issues.
_____ 3. Finding common ground will help the opposing parties understand
each other.
_____ 4. Apologies from the wrongdoer will help calm the other party.
_____ 5. Attacking the other person will help solve the issue.

Date Developed: Document No.
January 2017
RAC (PACU-CRE) Issued by:
NCIII Prepared by:
ENGR. A.F. CABALU PTC-Tralac
Lead workplace
communication Page 77 of

Revision # 00 81

Answer Key 1.3-3

TRUE OR FALSE:
1. True
2. False
3. True
4. True
5. False

Date Developed: Document No.
January 2017
RAC (PACU-CRE) Issued by:
NCIII Prepared by:
ENGR. A.F. CABALU PTC-Tralac
Lead workplace
communication Page 78 of

Revision # 00 81

Information Sheet 1.3-4

Miscommunication

Learning Objectives:
After reading this information sheet, you must be able to:
1. Enumerate and explain how miscommunication happens;

People tend to think they are always communicating effectively, but what
they say and what people hear aren't always the same thing. Different
communication styles can lead to miscommunication in the workplace. With
miscommunication often comes conflict and resentment among employees,
so proper communication is key to keeping up employee morale and
productivity.

Communication Styles

It's human nature to filter what you say and hear through your own

personality and experiences. This leads to different communication styles,
some of which don't meld well together. For example, a direct and to-the-

point person can come across as bossy to a person who prefers small talk

before getting to the point. People who consider building relationships

essential to workplace communication can drive task-focused people crazy.
The different communication styles often lead to miscommunication, but

recognizing the styles can help you to solve communication problems.

E-mail Communication

E-mail is an essential tool in the workplace, but its impersonal nature can

lead to miscommunication. Because you can't see the facial expression and

body language of the sender or hear her voice, you might misinterpret the e-

mail's tone. What the sender means to be agreeable might come across as

sarcastic. Multitasking or overly busy employees might skim e-mails instead

of reading them through, resulting in e-mail responses that are incomplete

or that don't make sense. Setting clear expectations for e-mail

communication can help to solve these problems. For example, ask

employees to talk face-to-face if you hear that an e-mail tone seems off or if

someone says her e-mail questions aren't being answered to her satisfaction.

Instructions

Assigning tasks in the workplace is a common area of miscommunication.

When you tell two people to perform the same task, such as running a

Date Developed: Document No.

RAC (PACU-CRE) January 2017 Issued by:
NCIII Prepared by: PTC-Tralac

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Lead workplace ENGR. A.F. CABALU 81
communication
Revision # 00

financial report, you're likely to get two different versions. Each person
filters your instructions through her communication style. A task-oriented
person might feel lost with the basic instruction of "run a financial report."
She might run several reports covering different fiscal periods, unsure of
what information you needed. Another employee might feel empowered to
create a report of his choosing since you didn't specify exactly what you
wanted. Learning the best way to communicate with different personalities
means each person will get the information her way with less
miscommunication.

Harassment
Although true harassment occurs in the workplace and is a serious offense,
occasionally it's a case of miscommunication. Your company's harassment
policies might not be clearly communicated to employees, or a co-worker
might think he's being funny without understanding the scope of
harassment. For example, he might think he's flattering a female co-worker
by telling her how beautiful she looks, when in fact, she can misinterpret his
comments as sexual harassment. This can also happen when employees
make jokes that refer to a co-worker's ethnicity. Putting your harassment
policies in writing can help to eliminate this type of miscommunication.
Developing a clear harassment reporting, mediation and disciplinary policy
allows employees a chance to communicate about comments they believe
are inappropriate before they get out of hand.

Date Developed: Document No.
January 2017
RAC (PACU-CRE) Issued by:
NCIII Prepared by:
ENGR. A.F. CABALU PTC-Tralac
Lead workplace
communication Page 80 of

Revision # 00 81

Self-Check 1.3-4

TRUE OR FALSE:
Answer whether the given statement is true or false, by writing (T) if the
statement is true or (F) if the statement is false, on a separate sheet.
_____ 1. Different communication styles will never lead to
miscommunication.
_____ 2. E-mail messages will never lead to miscommunication.
_____ 3. Giving instructions will never lead to miscommunication.
_____ 4. An employee who does not fully understand a company policy might
have a different interpretation, leading to miscommunication.
_____ 5. A clearly written policy will minimize misinterpretation by
employees.

Date Developed: Document No.
January 2017
RAC (PACU-CRE) Issued by:
NCIII Prepared by:
ENGR. A.F. CABALU PTC-Tralac
Lead workplace
communication Page 81 of

Revision # 00 81

Answer Key 1.3-4

TRUE OR FALSE:
1. False
2. False
3. False
4. True
5. True

Date Developed: Document No.
January 2017
RAC (PACU-CRE) Issued by:
NCIII Prepared by:
ENGR. A.F. CABALU PTC-Tralac
Lead workplace
communication Page 82 of

Revision # 00 81