Communication Derailed (continued)
Development
Many people have received training in basic interpersonal communication skills, including how to listen, how to give and receive feedback, and how to ask questions. Typical communication training experiences, however, fail to address contemporary communication problems. These basic communication skills have taken on a new dimension as organizational life has become more complicated, more information dependent, and more global. Through current research and our own experience with organizations, we have found that the importance of communication has increased as organizations have increased in complexity. As organizations have become more diffuse, communication has become the glue that holds them together.
In developing this training tool, what we really wanted was a way to show participants how their individual communication behaviors can profoundly impact organizational success. So, our first step was to design a learning experience that vividly demonstrates the effects of poor communication. Although instrument-based training can be experiential, we felt that an interactive game would provide a more intense experience. We needed to start the learning process with an eye-opening demonstration of the effects of bad communication behavior; because before you can show people a better way, they have to realize that the old way is flawed. Thus, in Communication Derailed, participants are purposely led into poor communication with damaging communication roles and less than ideal communication situations. You will find that most participants have had experiences similar to what they experience in the game, and the emotions and thoughts related to those experiences come out in the game.
But just demonstrating poor communication and its effects does not improve communication. So we designed Communication Derailed to allow participants to improve their communication behavior within the game and in doing so achieve success. Participants are given guidance in handling the unique communication problems arising in contemporary organizations. Once they understand how their communication can improve the situation, they have a chance to practice effective communication. This led us to a "poor communication - learning - effective communication" format for the game. Participants experience bad communication, learn how to communicate better, and then practice good communication. It is an entire learning experience. In the end, participants will be able to see how poor communication behavior damages organizations, and what they can personally do to get communication back on track.
Conducting the Game
The binder is set up so that each module is self-contained. The General Guidelines section provides the overall framework for the game, theoretical background, and general setup guidelines. The other tabbed sections are devoted to the modules, each with its own Facilitator Guidelines, Participant Materials, and Transparency Masters.
The modules can be run independently or in a series. The following chart details the content, number of participants, and time required for each module.
Module |
How Communication
Gets Derailed |
Number
of Participants |
Time
Needed |
| Team |
Individual problematic
communication behavior
coupled with varied
interpretations of the task |
Up to 3 teams of
4 - 7 participants |
2 hours
minimum |
| Lateral |
Conflicting needs,
expectations, and
communication norms
break down among groups
and management |
2 or 4 teams
with 4 - 6 participants
per team |
2 hours
minimum |
Organizational
Stress |
Improper methods,
timing, and content
of information
intensifies as stress
increases |
Up to 3 teams of
5 - 7 participants |
2 hours
minimum |
In each module, participants work in groups to design and/or construct a toy out of malleable toy pieces. The duration of each module is about two to three hours. Each module follows the same general framework, which consists of five parts: poor communication, midpoint debrief, effective communication, final debrief, and action planning.
- Poor Communication. Participants are given a task and are led to communicate poorly through situation parameters and/or specific role sheets.
- Midpoint Debrief. After participants reach the point where they have effectively stopped making any progress (usually about fifteen minutes), the action is halted, and the facilitator conducts a mid-point debrief. In the mid-point debrief, participants are asked to analyze why communication was so poor in the first half of the module. Then they are given effective communication norms and told how they might apply those norms to their game situation.
- Effective Communication. The action resumes with the same task, but participants are asked now to practice and respond to effective communication norms. Participants then complete the task.
- Final Debrief. The facilitator debriefs the entire activity and asks those playing roles to share the contents of their role sheets with the rest of the group.
- Action Planning. Finally, participants complete detailed action planning to apply what they have experienced and learned to their own work situations.
Each part of the module takes participants a step closer to communicating effectively within their own organization. The "poor communication - debrief - effective communication" format was chosen so that participants would have the opportunity to witness and relate to poor communication typical of current organizations, but also be trained in the skills to change that poor communication to effective communication.
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