BUSINESS RELATIONSHIPS

Page 396

APPENDIX Exercise Guidelines and Materials This appendix provides general guidelines for exercise participants about how to perform role-plays, observe, and give feedback. It also contains some exercise debriefing notes for the class to refer to after completing some of the chapter exercises. The Instructor’s Manual provides specific guidance and materials for the instructor when conducting and debriefing the chapter exercises. The Instructor’s Manual also contains additional exercises, reinforcement exercises, and supplementary lectures. There are two types of exercises: modeling exercises and group exercises. Modeling exercises are done in front of the class. They provide an opportunity to observe participants performing specific skill behaviors and to learn from that observation. Sometimes students are more comfortable playing the role in a triad instead of in front of the entire class. If students are hesitant to volunteer for a modeling roleplay in front of the class, triads can be used. After observers have debriefed the role-plays, a class discussion of the most common areas of strength and weakness can be conducted. Group exercises are done in small groups and provide opportunities for all members to practice and obtain feedback on their interpersonal skills. Groups may consist of dyads, triads, or more, depending on the particular exercise. Following are some general guidelines for participating and observing the exercises. More specific guidelines are often provided with individual exercises.

GUIDELINES FOR ACTORS Actors in a role-play read the background information on the exercise and their own role. They do not read the other actors’ roles—doing so will lessen the effectiveness of the exercise. The role description establishes your character. Follow the guidelines it establishes. Don’t change or omit the facts you’re given, but feel free to behave in ways that you feel would be relevant. Remember that role-playing is acting, so you need to project yourself into the character you are portraying and act out your thoughts and feelings as if you were in the real situation. Once you are familiar with the role, review the relevant skills on the Observer’s Rating Sheet and plan how you can demonstrate them in the role-play. These are the behaviors that you are seeking to model correctly. They are also the behaviors that observers are rating and will provide you feedback on at the end of the exercise. After an exercise has been completed, the actors will evaluate their performance of the relevant skills on the Observer’s Rating Sheet. Then the class observers will compare their ratings and discuss the participants’ performance, starting with the strong points and followed by areas that could be improved.

GUIDELINES FOR OBSERVERS If you’re an observer in an exercise, you should read everything pertaining to the role-play: the situation, all roles, and the Observer’s Rating Sheet. Your job is to note the role-players’ effective and ineffective application of the relevant skills and then offer feedback based on these observations in a constructive manner so that the role-players and class members can learn from the exercise. During the time the roleplayers plan and organize, observers should review the behavioral criteria and think about how to perform the exercise if they were in the actor’s role. During the role-play, observers evaluate the actor’s 371


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Index

15min
pages 402-411

Appendix: Exercise Guidelines and Materials

14min
pages 396-401

Principles for Ethical Decision Making

2min
page 318

Action Plan Implementation

2min
page 335

Ethical Screening

2min
page 317

When Might Resistance to Change Be Helpful?

27min
pages 267-281

Applying Ethical Guideposts to Decisions

2min
page 316

Strategies to Overcome the Resistance to Change

2min
page 266

Stages of Team Development

15min
pages 289-299

Skills for Promoting Change

4min
pages 263-264

Applying Persuasive Skills in Formal Presentations

14min
pages 235-244

Improving Your Persuasive Skills

5min
pages 233-234

Persuasion Tactics

2min
page 232

Persuasion Strategies

2min
page 231

Considering the Cost–Benefit Equation

33min
pages 214-228

General Guidelines for Political Action

5min
pages 211-212

Specific Political Strategies

3min
page 213

Political Diagnostic Analysis

9min
pages 208-210

Delegation Skills

20min
pages 195-205

Coaching to Improve Performance

2min
page 179

Obtaining Goal Commitment

20min
pages 165-175

How to Set Goals

3min
page 164

Image Communication

15min
pages 121-130

What We Know about Providing Feedback

22min
pages 133-144

What We Know About Effective Listening

6min
pages 116-117

What Skills Are Required to Send Messages Effectively?

25min
pages 102-113

What Can You Do To Apply EI?

27min
pages 87-99

What Research Tells Us about EI

2min
page 86

Self-Awareness Questionnaires (SAQ

42min
pages 42-62

How to Increase Your Self-Awareness

11min
pages 38-41

Planning for Implementation

14min
pages 75-82

Guidelines for Participating in Chapter Exercises

2min
page 33

Summarizing Your Self-Awareness Profile

13min
pages 63-70

Chapter 1 Skills: An Introduction

1min
page 26

Defining the Key Interpersonal Skills

2min
page 29

How Do You Teach Skills?

4min
pages 31-32
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