Listening and reacting
Featured in the Partnerships at Work training manual
By Ken Birkett & Val Rowland
Category: Performance Management
Credit price: 4 download credits (Single user)
The relationship between a boss and subordinate at work can sometimes go wrong because what happens is not in line with what is expected. Having a boss or subordinate who rejects ideas or does not listen can create anger. He or she must always try to understand what the other person is trying to achieve. If a boss or subordinate cannot control their temper, they can destroy what had been a pleasant and productive ambience. All are likely to suffer, and stress levels are likely to rise. Learning to channel emotions constructively is an important work skill. It is important, particularly, for those in charge of people to realise that a happy workforce is a more productive workforce. Organisations have been going through many changes such as downsizing and innovative technology. These have generated job insecurity, longer working hours and a feeling of impotence among workers, which can affect behaviour if it is not controlled. Things like feelings of frustration with the behaviour of superiors which is then taken out on subordinates, or subordinates who are not calm when giving feedback to their boss, seem to be on the increase. People who are able to control how they behave are much more likely to achieve a better atmosphere both for themselves and for others. Although it is impossible to alter how other people behave, any person can learn to control how they themselves respond.
You start the training activity by explaining the importance of listening skills. Participants start the session with a mini case-study about a boss who gives the impression of not listening to a subordinate. This exercise is conducted as a role-play. When they have acted out the roles, participants report back on their discussions. You follow this with guidelines which illustrate the point that the boss cannot be blamed for everything, and summarise what effective listening actually means. You now move on to how to handle feelings of anger. Participants fill in a short questionnaire about anger and form into small groups to discuss their experiences. You then provide input on the means of coping with one’s anger. You then introduce coping with anger in others. Participants are given a short case study and work in groups discussing how to deal with the anger of the person in the case study. After this they write a script of things that might minimise the problem, and they read these out to the group as a whole. You then suggest the best ways of handling anger. Finally, participants note down the key learning points of the training activity.
Who is it for: This training activity is intended for use by trainers to help participants to channel emotions constructively, controlling themselves and the situation.
| Resource Type: | Activity |
| Min Group Size: | 6 |
| Max Group Size: | 12 |
| Typical Duration: | 01:30:00 |
| No of Pages: | 26 |
Resources: View standard resources for Fenman training activities
Purpose: This training activity is intended for use by trainers and can be used for any communication programme or management development course.
Download the training activity, Listening and reacting as featured in the Fenman training manual; Partnerships at Work