partnerships, alliances, and coordination techniques

Partnerships, Alliances, and Coordination Techniques

Communication Strategies

February 2008

Facilitated By:The National Child Care Information and Technical Assistance Center (NCCIC)

NCCIC Is a Service of the Child Care Bureau

Presenter

Today’s Agenda

Session Objectives

Participants will be able to…

1. Recognize their own communication styles as well as those of others;

2. Describe the key concepts of a communication plan for effective partnerships; and

3. Implement problem-solving measures when conflicts arise within a partnership

PACT

• PACT is an initiative of NCCIC, a service of the Child Care Bureau, U.S. Department of Health and Human Services

• PACT gives State, Territory, and Tribal policymakers—particularly Child Care and Development Fund Administrators and their partners—the resources they need to build more comprehensive and collaborative early care and school-age programs for serving children and families

PACT Materials

• PACT Collaborative Leadership Strategies: A Guide for Child Care Administrators and Their Partners

• Web-based guide contains an introduction and six training modules:– Fundamentals of Collaborative Leadership– Creating, Implementing, and Sustaining Partnerships– Communication Strategies– Management Strategies for Successful Partnerships– Financing– Building Capacity for Evaluating Partnerships

Key Concepts

• Communication is the process of exchanging information through speech, signals, or writing

• Communication involves listening, questioning, understanding, and responding to what is being expressed by others

• Effective communication is central to the success of creating, implementing, and sustaining partnerships over time

Communication Pyramid

Cooperation

Coordination

Collaboration

Comm

unicat

ion

Note: Different authors use the terms “cooperation” and “coordination” interchangeably. This diagram follows the work of Sharon Lynn Kagan in defining the least intense level as cooperation as cited in Winer and Ray (2000). Used with permission.

Modes of Communication

Listening

Writing

Speaking

Reading

Are You an Active Listener?

• Has anyone ever told you that you weren’t listening?

• Have you ever asked others to repeat themselves, because your mind had wandered?

• Have you ever been embarrassed because you gave the wrong answer to a question when you weren’t listening?

• Have you ever taken a mental “leave of absence” while someone was speaking?

• Has anyone ever asked you whether you’re paying attention?

Active Listening Techniques

• Stop talking• Give the speaker your conscious attention• Exercise patience• Be empathetic• Ask clarifying questions• Paraphrase• Make notes

Communication Styles

Controller/Director

Promoter/Socializer

Analyzer/Thinker

Supporter/Relater

Source: Jourdain, K. (February 2004). Communication styles and conflict. Approaching change, Vol. 4, No. 6. Chrysalis Performance Strategies, Inc. www.teamchrysalis.com/AC/V4/AC46_Communication_Styles.htm

Plan to Communicate

• Design a communication system that is responsive to the different kinds of agencies and people in your partnership

• Establish informal and formal communication links• Create a communication plan that reflects what your

partners want and need to know, and how they want to receive information

• Hold partners accountable for communications

Sources: Winer, M., & Ray, K., (2000). Collaboration handbook, Creating, sustaining and enjoying the journey. St. Paul, MN: Fieldstone Alliance; and Ray, K., (2002). The nimble collaboration – Fine-tuning your collaboration for lasting success. St. Paul, MN: Fieldstone Alliance.

Communication Tools

• Determine your premise• Consider your promise• State your mission

Sources: Winer, M., & Ray, K., (2000). Collaboration handbook, Creating, sustaining and enjoying the journey. St. Paul, MN: Fieldstone Alliance; and Ray, K., (2002). The nimble collaboration – Fine-tuning your collaboration for lasting success. St. Paul, MN: Fieldstone Alliance.

Communication Tools (con.)

• Confirm your vision• Specify desired results• Clarify roles• Create your work plan

Sources: Winer, M., & Ray, K., (2000). Collaboration handbook, Creating, sustaining and enjoying the journey. St. Paul, MN: Fieldstone Alliance; and Ray, K., (2002). The nimble collaboration – Fine-tuning your collaboration for lasting success. St. Paul, MN: Fieldstone Alliance.

Expect Conflict

• Conflict is inevitable• Early indicators of conflict can be recognized• Conflict involves people resolving issues that are

important to them• Conflict causes authentic communication• Conflict builds cooperation among people through

learning more about each other • Conflict helps people develop understanding and

skills • Although inevitable, conflict can be minimized,

diverted, and/or resolved

Source: Winer, M., & Ray, K., (2000). Collaboration handbook, Creating, sustaining and enjoying the journey. St. Paul, MN: Fieldstone Alliance.

Create a Conflict Resolution Process

• Determine which issues must be resolved in order for the partners to do their work. Stay focused.

• Decide who will facilitate the process for resolving the conflict

• Define the conflict separate from the concepts of right and wrong

• Make sure everyone is heard

• Create rituals for healing and forgiveness

• Document the conflict resolutions

Sources: Winer, M., & Ray, K., (2000). Collaboration handbook, Creating, sustaining and enjoying the journey. St. Paul, MN: Fieldstone Alliance; and Ray, K., (2002). The nimble collaboration – Fine-tuning your collaboration for lasting success. St. Paul, MN: Fieldstone Alliance.

Resolve the Irresolvable

• Call a meeting between the warring factions using a neutral facilitator to settle the dispute

• Create a working agreement between the parties and agree to disagree

• Ask people of influence who are associated with each of the factions to intervene

• Consider alerting funders and donors• Work without or around the warring factions

Source: Winer, M., & Ray, K., (2000). Collaboration handbook, Creating, sustaining and enjoying the journey. St. Paul, MN: Fieldstone Alliance.

When to Use an Outside Facilitator

• Group leaders are directly involved in the conflict• The group is not skilled in conflict resolution• Impartiality is essential• Not all members of the group see the conflict• Cultural equity needs to be ensured• Resources allow hiring a practitioner• A neutral volunteer is available• The group wants conflict management instruction

Source: Winer, M., & Ray, K., (2000). Collaboration handbook, Creating, sustaining and enjoying the journey. St. Paul, MN: Fieldstone Alliance.

Review

• Make sure your message is clear• Practice active listening• Acknowledge the viewpoints of others, even if you disagree• Use specific language, especially when providing guidance

and asking for feedback• Ask questions to make sure your message is understood,

or to clarify points you are uncertain about• Make sure your body language delivers the same message

as your words• Think before you speak or write• Keep your language simple and format brief

“How well we communicate is determined not by how well we say things – but how well we are understood.”

~ Andrew Grove, CEO, Intel Corporation

Closing

• Personal reflections

• Personal learning plan

• Quality improvement

• Session evaluation

Reflections

• I learned …

• I relearned …

• I will apply …

• I would like to know more about …

• I am surprised by …

Acknowledgements

Allessandra, T., & O’Connor, M.J. (1996). The platinum rule: Discover the four basic business personalities and how they can lead you to success. New York: Warner Books, Inc.

GST Telecom. (n.d.). Communication styles table. Available from the CEDA Meta-Profession Project. Retrieved November 6, 2007, from www.cedanet.com/meta/communication_styles.htm

Head Start Bureau, Administration on Children, Youth and Families, Administration for Children and Families, U.S. Department of Health and Human Services. (1996). Communicating with parents: Training guides for the Head Start learning community. Retrieved November 6, 2007, from www.headstartinfo.org/pdf/communicating_with_parents/communicating_with_parents.pdf

Heffner, C.L. (n.d.). Communication styles. Available from the CEDA Meta-Profession Project. Retrieved November 6, 2007, from www.cedanet.com/meta/communication_styles.htm Jourdain, K. (2004, February). Communication styles and conflict. Approaching Change, 4(6). Retrieved September 4, 2007, from www.co-creatingfutures.com/content.php?page_ID=348

Jourdain, K. (2006, March). The power of stories. Approaching Change, 6(7). Retrieved September 4, 2007, from www.co-creatingfutures.com/content.php?page_ID=550

National School Boards Foundation, & the National School Boards Association. (n.d.). Dealing with conflict. In Education leadership toolkit: Change and technology in America’s schools (Professional and Leadership Development section). Retrieved November 6, 2007, from www.nsba.org/sbot/toolkit/Conflict.html Ray, K. L. (2002). The nimble collaboration: Fine-tuning your collaboration for lasting success. St. Paul, MN: Fieldstone Alliance.

Winer, M. & Ray, K. (2000). Collaboration handbook: Creating, sustaining, and enjoying the journey. St. Paul, MN: Fieldstone Alliance.

Thank you!

Facilitated by the National Child Care Information and Technical Assistance Center

10530 Rosehaven Street, Suite 400 ● Fairfax, VA 22030Phone: 800-616-2242 ● Fax: 800-716-2242 ● TTY: 800-516-2242

Email: info@nccic.org ● Web: http://nccic.acf.hhs.gov

PACT is an initiative of NCCIC, a service of the Child Care Bureau