Apologies Opinion expressed as Suggestions without terribly sorry to fact or “I’m ‘should’ ‘ought’ bother you a useless way to about…”, …”, “Please “That’s “How “Would excuse me, but…” do it.”, wants to you like me to…?” “Nobody behave like that” Unacknowledged Constructive criticism choice Threatening questions without should”, ought”, you finished it feel irritated when you “I “I “I “Haven’t “I have to” yet?”, on earth did interrupt me” “Why you do it like that?” Qualifiers Seeking others’ only my opinion”. Threatening requests opinions “It’s “I be wrong.” better do that”, does this fit in with “You’d “I “How want that done or else” your ideas?” Self-dismissal not important”. Heavy handed advice Willingness to explore “It’s “It really doesn’t matter.” should”, solutions “You “You ought”, don’t you?” can we get around “Why “How Self-put-downs this problem?” useless”, Blame “I’m “I’m hopeless”, know made a mess of “You “You me” that” Sarcasm must be joking”, “You “I don’t suppose you managed to do that?” When communicating your verbal messages, consider your use of the terms and “and” “but”: BUT AND Tends to negate/dismiss what has Allows you to lead forward into another occurred or been said previously. opinion without negating what has been previously communicated. Scripts Conversation One - to 1st Consultation Meeting 1:1 MEETING Purpose: To advise employees whose position may be significantly affected by the proposed organisational change eg: redundant. This is generally done 24 hours prior to the 1st Consultation meeting. Time Frame: Early in the week and time of day, no longer than 30 minutes Environment: Private setting (no interruptions) Attendees: Impacted employee; Manager; HR Representative (optional)
Apologies “I’m terribly sorry to bother you …”, “Please excuse me, but…” Unacknowledged choice “I should”, “I ought”, “I have to” Qualifiers “It’s only my opinion”. “I be wrong.” Self-dismissal “It’s not important”. “It really doesn’t matter.” Self-put-downs “I’m useless”, “I’m hopeless”, “You know me” Opinion expressed as fact “That’s a useless way to do it.”, “Nobody wants to behave like that” Threatening questions “Haven’t you finished it yet?”, “Why on earth did you do it like that?” Threatening requests “You’d better do that”, “I want that done or else” Heavy handed advice “You should”, “You ought”, “Why don’t you?” Blame “You made a mess of that” Sarcasm “You must be joking”, “I don’t suppose you managed to do that?” Suggestions without ‘should’ or ‘ought’ “How about…”, “Would you like me to…?” Constructive criticism without “I feel irritated when you interrupt me” Seeking others’ opinions “How does this fit in with your ideas?” Willingness to explore solutions “How can we get around this problem?” When communicating your verbal messages, consider your use of the terms “and” and “but”: BUT Tends to negate/dismiss what has occurred or been said previously. AND Allows you to lead forward into another opinion without negating what has been previously communicated. Scripts Conversation One - to 1st Consultation Meeting 1:1 MEETING Purpose: To advise employees whose position may be significantly affected by the proposed organisational change eg: redundant. This is generally done 24 hours prior to the 1st Consultation meeting. Time Frame: Early in the week and time of day, no longer than 30 minutes Environment: Private setting (no interruptions) Attendees: Impacted employee; Manager; HR Representative (optional)
Workbookv3.docx