{"id":496,"date":"2017-09-25T04:15:29","date_gmt":"2017-09-25T04:15:29","guid":{"rendered":"http:\/\/www.realworldconsulting.kiwi\/rwc\/?p=496"},"modified":"2018-05-30T19:34:12","modified_gmt":"2018-05-30T19:34:12","slug":"how-we-say-what-we-have-to-say-has-considerable-impact-on-other-people-and-organisation-unity","status":"publish","type":"post","link":"https:\/\/www.realworldconsulting.kiwi\/rwc\/rwc-blog\/how-we-say-what-we-have-to-say-has-considerable-impact-on-other-people-and-organisation-unity\/","title":{"rendered":"“How” We Say What We Have to Say Has Considerable Impact on Other People and Organisation Unity"},"content":{"rendered":"

Today, alongside my Gisborne-based colleague, I facilitated an Operations Management lecture at the Eastern Institute of Technology (Hawkes Bay campus) which centered on how to manage\/ resolve manufacturing bottle-neck situations – once the cause of the given bottle-neck is deemed to be “people-related” (e.g. a member of the team isn’t able to sustain packing fruit into trays\/ cartons at the same rate as their colleagues).<\/span><\/p>\n

Students worked in small groups to address an exercise which called for them to consider “how” they would go about talking with the member\/s of the team who had been identified as the main cause of a bottle-neck situation. Firstly, each student per group wrote a short script which outlined the words that they wanted to use when interacting with the remaining members in their team; and then each team member took it in turns to be the Production Manager – requiring them to deliver their scripted words to their colleagues in a manner which:<\/span><\/p>\n

a) Ensured that their colleagues were invited to provide input into understanding “why” the bottle-neck situation had developed – and was a recurring event (i.e. interaction with employees encouraged participation and inclusivity).<\/span><\/p>\n

b) Ensured that their colleagues were not “accused” of “wrong doing” – i.e. discussions focused on “fixing the problem<\/strong>” and not blaming any particular individual for the bottle-neck situation.<\/span><\/p>\n

c) Ensured continuation of strong, positive and mutually respectful manager-subordinate working relationships.<\/span><\/p>\n

 <\/p>\n

So the key learning realised from this exercise was that it is just important for managers to think about “how<\/strong><\/span>” (i.e. the manner<\/strong> in which) they communicate with people who report to them as it is to ensure that the right words are used. Enduring constructive, functional relationships depend on it !<\/span><\/p>\n

 <\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

Today, alongside my Gisborne-based colleague, I facilitated an Operations Management lecture at the Eastern Institute of Technology (Hawkes Bay campus) which centered on how to manage\/ resolve manufacturing bottle-neck situations – once the cause of the given bottle-neck is deemed to be “people-related” (e.g. a member of the team isn’t able to sustain packing fruit into trays\/ cartons at the same rate as their colleagues). Students worked in small groups to address an exercise which called for them to consider…<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[3],"tags":[],"_links":{"self":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts\/496"}],"collection":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/comments?post=496"}],"version-history":[{"count":2,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts\/496\/revisions"}],"predecessor-version":[{"id":844,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/posts\/496\/revisions\/844"}],"wp:attachment":[{"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/media?parent=496"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/categories?post=496"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.realworldconsulting.kiwi\/rwc\/wp-json\/wp\/v2\/tags?post=496"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}