The 3 C s of Positive Human Interaction: Managing Communication, Conflict Change

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The 3 C\'s of Positive Human Interaction:. Learning Objectives:Explore choice making and the part of correspondence and strife in a family possessed businessDiscuss family business pressures and struggle determination systems Understand singular reaction to changeLength of Time Needed: 25 minutes with 5 minutes for exercises are required at an absolute minimum. It is prescribed to utilize a truncated versi

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This Module was a begun by: Molly B Ames Cornell Cooperative Extension Farm Business Management Educator 315-788-8450 Ext. 241 Ruth Maltz NY FarmNet Personal Consultant 585-473-0554 Trish Westenbrook NYCAHM The 3 C's of Positive Human Interaction: Managing Communication, Conflict & Change

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The 3 C's of Positive Human Interaction: Learning Objectives: Explore basic leadership and the part of correspondence and strife in a family possessed business Discuss privately-run company strains and struggle determination strategies Understand singular reaction to change Length of Time Needed: 25 minutes with 5 minutes for exercises are required at an absolute minimum. It is prescribed to utilize a curtailed rendition on the off chance that you plan to later have more opportunity to take a shot at each of the areas about correspondence, struggle and change. A long form with exercises ought to be given 45 minutes with 15 minutes for exercises. AV Equipment: Laptop LCD Projector/Screen Flipchart and markers

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Presenter: Into Slide Move rapidly to present yourself and portray what number of families do not have the right stuff of correspondence which prompts to struggle especially when change is really taking shape

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The 3 C's of Positive Human Interaction: Managing C ommunication, C onflict & C hange Molly B. Ames - Ruth A. Maltz - 5

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Presenter: DMAIC While we utilize 3'C's in the Improve stage, clearly correspondence is basic in all stages. Change is required in this stage for clear reasons. It is difficult to enhance by remaining the same. Struggle regularly emerges accordingly of progress

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Problem Solving Cycle D efine d efine C ontrol DMAIC* Approach *adapted from Six Sigma M easure I mprove Combine elective era, basic leadership and strategic arranging A nalyze You are Here

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Presenter: Attributes of Farm Family Business Farming includes: People we think about & our labor of love Involves how we live & how we work Talk about the way that in ranch organizations we have a tendency to be with similar individuals 24 hours a day 7 days seven days. Our parts may change, yet it is difficult to move between those parts and figure out how to convey adequately. Shared history make us find out about each other than normal collaborators do

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Attributes of Farm Family Businesses Dynamic reconciliation of the: Family Business Living and cooperating

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Presenter: Good Communicator Ask the gathering to rundown what they supposes makes somebody a decent communicator (recorded underneath are some basic aptitudes a decent communicator may have) and record their reactions on the flipchart. attentive person well disposed open, genuine, Makes I explanations (I contemplate this… ) Stay on one point don't raise old history-Reminding individuals of past issues does not concentrate on the current issue picked quiet time and place to talk QTIP-Quit Taking It Personally = a memory help to remain target You will catch up with this rundown on the following slide

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Good Communication! What makes a Good Communicator?

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Presenter notes: Tools for Communication This is the rundown that the group of onlookers will have in their scratch pad the moderator slide is more truncated. Go over these in somewhat more detail Start with a receptive outlook Actively tune in to perspectives & emotions Verify what you think you heard Make "I articulations" Starting with (You generally leave when there is an issue)- - Cuts correspondence since it sounds accusatory and puts the other individual on edge Keep to one theme Don't talk when vexed or hurried Don't raise your voice Avoid ultimatums Avoid pitfalls (mockery, feedback, fault, verbally abusing, and over speculation) Remain objective QTIP (quit thinking about it literally) Listen & Understand others concerns Include all gatherings in the examination Seek or make shared conviction Ask Questions-what is truly going on? Regard singular contrasts

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Tools for Communication Be certain and conscious Active listening Be comprehensive Seek shared view

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Presenter notes: Conflict Issues in Farm Family Business Conflict can emerge in Family cultivate organizations especially in light of the fact that we anticipate that everybody will have similar qualities, objectives, and comprehend their parts when oftentimes it is implicit and nobody knows the "rules) Go over these things that cause strife and why: Values/Personalities - what is essential? This fluctuates among relatives and a few propensities for others can pester/baffling objectives long & here and now – Ideas for the future can be diverse Siblings and distinctive eras in same family have diverse identities timid, emphatic, forceful, doormat, open, monitored, well disposed, antagonistic, bossy what is each employment? Who is in charge of what? Association about who reports to who-do all relatives rank above staff? Shouldn't something be said about in-laws, step youngsters, and so forth Struggle amongst homestead and family for assets - Does new tractor precede home repairs?

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Conflict Issues in Farm Family Business Differences Personality/values/objectives Who is in Charge? Part clearness Unequal possession Purse strings/administration Family and business go after assets another bit of hardware or a home repair?

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Presenter notes: Many Farms are Family Businesses Talk about how our response to strife is regularly affected by our family & beneficial encounters. So relatives may share run of the mill responses to strife. Perused the slide and after that discussion about a few things that can change such a response: Avoid ultimatums-be decisive not forceful Anger, mockery, feedback & fault are control instruments and they intrude on correspondence & critical thinking Don't raise the past

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Many Farms are Family Businesses Conflict convictions molded by history If they yell and demand things be done "Their direction!" The outcome resembles this:

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Presenter notes: Many homestead families are organizations proceeded with Ask "Have you ever strolled into a room and felt the chill between individuals who are battling?" Do you know individuals who, when irate, run for a considerable length of time without talking? "the quiet treatment" Anger consumes the individual who clutches it. Take a stab at saying, "This truly should be done accurately, how about we audit the means." Not "that is the 5 th time you've treated it terribly!" Holding onto outrage and disdain is somewhat similar to torching the house to dispose of the mice. It harms us more than the mice. 18

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Many Farms are Family Businesses proceeded.. Struggle convictions molded by history If they quit talking and pull back in irate quiet The outcome resembles this:

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Presenter notes: I to I Fundamental Interpersonal Relations Orientation-Behavior™ The FIRO model is useful in understanding what is required for ideal accomplishment in a privately-run company that necessities to push ahead with usage of progress and in addition what may have turned out badly when cooperation and basic leadership separates. We have rearranged this model to make it less "scholarly" for open utilization, however to be educated it is best to get comfortable (See the FIRO asset material). We have retitled this to I to I (Inclusion to Integration). Take some time clarifying about each of these stages. Disentangle what is given on the following couple of moderator slides. The moderator notes are proceeded on the following moderator slide

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I to I: Phases in building interpersonal connections Inclusion Control Integration Who is in and who is out Influence and power effort Make an entire from the whole of the parts Adapted from the Fundamental Interpersonal Relationship Orientation

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Presenter Notes: I to I proceeded with Inclusion is about who is in and who is out of the basic leadership circle. Incorporation manages structure, connectedness and shared significance. There is an enthusiastic association that advances when at least two leaders partake in a similar choice. In the event that there are varying view of incorporation and subsequently contrasting impression of part, there will probably be struggle. Sentiments of shamefulness come when people feel rejected from the circle. This might be unexpected and can be revised or cleared up by setting aside the opportunity to accumulate everybody at the table for some open correspondence. It is vital to be clear about who should be at the table. On the off chance that a people's information, work, support, authorization, or even only their collaboration is required, they should be at the table. On the off chance that they are not, it will probably cause issues down the road for eventually. Control – The interpersonal need to set up and keep up attractive relations with individuals in regard to power and control. This hypothesis proposes there are diverse styles of control. A few of us incline toward a more ruling than a collective style of control. A community oriented style is for the most part thought to be more helpful in times of progress or basic leadership. In a circumstance where there are contending needs, strife frequently emerges over control. At last incorporation is about individual and aggregate innovativeness used to take care of issues and complete things. Coordination is the point at which an entire is produced using the aggregate of the parts. It is when people all have an eagerness to go out on a limb in a domain of trust, innovativeness, and openness. Moderator materials proceeded on the following moderator slide:

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Presenter notes: I to I proceeded with 23 Regardless of the choice, certain crucial substances manage how people respond to the basic leadership prepare. Each and every one of us has encountered the bunch in our stomach when we are given a final proposal, or a "done-bargain." "We concluded this is the thing that you have to do." This sort of basic leadership does not ordinarily sit well. A choice that "we" never had the opportunity to have contribution on is not so much "our�