Play The Role

Communication Skills For Leading and Facilitating Better Meetings
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  • Lectures 28
  • Contents Video: 1.5 hours
    Other: 14 mins
  • Skill Level All Levels
  • Languages English
  • Includes Lifetime access
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    Available on iOS and Android
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About This Course

Published 2/2014 English

Course Description

"All the world's a stage, And all the men and women merely players:

They have their exits and their entrances; And one man in his time plays many parts" — As You Like It, William Shakespeare

You just cannot afford to have sloppy communication skills if you work in a high performance organization. And this is especially the case when it comes to running effective meetings.

Many organizations hemorrhage away the one resource they cannot get back—time. It’s an invisible loss, one that does not appear on the financials. The absence of effective meetings cause no end of frustration in the ranks. Poor meetings have been endemic in American business for decades—like a genetic defect passed down to each generation.

Fortunately, time lost in meetings could be reduced by simply upgrading facilitation skills—especially meeting communication skills. Great group facilitators have mastered the 26 communication skills they must know about to move a group forward.

These communication roles don’t last long—from a couple of seconds to a few minutes. Yet these twenty-six communication skills greatly impact group effectiveness by determining how well group members handle information or even understands what’s going on.

Topics include:

— Facilitative Leadership—Understanding how to play the role

— Playing the 10 task group communication roles that insure the job gets done.

— The 6 relationship communication roles the build bonds between individuals

— Recognizing and controlling the 10 self-oriented roles that disrupt group progress

— Identifying four personality types the produce dysfunctional behavior.

Remember

When managers and other responsible persons in business organizations are asked how much of the work day is spent in communicating, the replies range from 85 to 99 percent."— Harold Zelko and Frank Dance

What are the requirements?

  • N/A
  • There are no prerequisites for the class. However, if you regularly attend different types of meetings, you would benefit a great deal since you can practice building facilitator skills in different groups. If you are chairing a meeting, the information in this course will help you make your meetings more productive.

What am I going to get from this course?

  • Learn the task communication roles leading toward getting consensus on what must be done.
  • Know the five microroles you can play that helps prevent distractive conflict.
  • Identify the nine dysfunctional microroles that destroy relationships and cause fruitless wheel spinning.
  • Practice the roles you play in meetings, determine which roles to change.
  • Be a better actor on the stage of business by playing communication roles: know the right word choice and discover how to evaluate your success.

What is the target audience?

  • It’s for anyone who chairs meetings and wishes to get better productivity and lower the immense amount of wasted in meetings. It’s for the person who wants to function as a facilitator during project team meetings by upgrading their communication skills. And it’s for anyone who is overworked, yet has to always stay after 5 due to the immense time wasted each work day because a chair cannot run a meeting.

What you get with this course?

Not for you? No problem.
30 day money back guarantee.

Forever yours.
Lifetime access.

Learn on the go.
Desktop, iOS and Android.

Get rewarded.
Certificate of completion.

Curriculum

Section 1: Course Overview
Article

Course Material is under copyright and is to be used only by individual students.

Copyright © 2014 by Murray Johannsen.

The Role Playing Model
Article
The Nature of Group Communication
Preview
Article
05:59

You will notice that as you watch the lecture, a slide might be up for thirty seconds or more depending on the length of the explanation and whether there is a story present. If you concentrate and memorize you will be able to watch this video once and learn the roles. This is the first step—understanding.

Section 2: The Two Major Leadership Roles Played During Meetings
Article

In a meeting, there are two major leadership roles. The classic role is the autocratic leader. This person in effects act like the king or queen. Their authority is unquestioned. Obedience is expected. However, there is there is also the facilitator style of leadership. This is more subtile and more participative and democratic.

The Facilitative Leader
Article
The Authoritative Leader
Article
Section 3: Getting Things Done: Discovering The Ten Task Roles
Section Overview
Article
Task Roles 1
Preview
10:30
Taks Roles 2
12:50
Section 4: Maintaining and Strengthening Connections: 6 Relationship Roles
Article

Relationship or maintenance roles in general are more difficult to play that the task orientated ones. Essentially, they exist to strengthen the bonds of trust and to prevent constructive conflict from escalating into destructive conflict.

Relationship 1
12:27
Relationship Roles 2
12:21
Section 5: What Makes Meetings Difficult: 12 Selfish Roles
Article

The twelve roles here can be extremely difficult to deal with. Some of these are characteristics of personality and so are difficult habits to change.

Self-Oriented Roles 1
13:27
Selfish Roles 2
12:38
Selfish Role 3
05:27
Section 6: Application and Practice
Application Guidelines
Article
Assignment #1: Defining the Roles
Article
2 pages

There are many positive communication roles one can play in a group. To learn how to play them well, however, first requires that one is able to associate the words with the role. This exercise is designed to have you develop word phrases one can use to play a particular role which were memorized in the video lecture. Some roles, especially the task ones) are relatively easy to play. Others, such as many of the relationship roles, are hard to play. Being a great mediator for example requires years of training and complex understanding.

1 page

Before one can intervene in group dynamics, one must first become a good observer. This assignment is designed to have you learn to be an observer and to think about the roles played in a group. It turns out that groups that have difficultly may not be playing the right mix of roles. It is not unusual to see some groups so focused on the task, that key relationship roles are not played enough.

1 page

A good facilitator understands what role is being played at any moment of time. This is primarily an exercise in learning to recognize both task and relationship roles. By doing this exercise, you are learning what roles are dominant, and what roles are not played. So for the top three you observe, ask yourself whether it was the right three for that meeting. For roles not played, ask which ones should have been played.

1 page

Use the following worksheet to assess self-centered roles being played in a group. It's best to do the same group over several over several meetings and then aggregate your scores. Otherwise, one could be looking at a false picture. Remember that in groups, most communication roles are played rather unconsciously (including yours). A good observer understands what role is being played at any moment of time.

Observe and document as many self-oriented roles as possible (including any you might be playing). This is an important exercise since you need to know that people are creatures of habit. They tend to repeat patterns of behavior. For example, if someone complains in one meeting, they are likely to keep engaging in this type of behavior over many meetings.

1 page

Use this summary worksheet to document the interventions you make in a meeting. For each one, also make a judgement on whether the your intervention was effective. Simply use a plus and minus.

Section 7: Bonus Material
Section Overview
Article
Types of Verbal Communication Skills
Article
Group Dynamics
Article
References
Article

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Instructor Biography

Murray Johannsen, Biz Founder and Professor in Transformational Leadership

"A competitive world has two options for you. You can lose, or if you want to win, you can change." — Lester Thureau


Unfortunately, many forget once this advice once they start work. Plus there are many, many skills not taught at universities that you will need to learn on your own. Other This course contains one of those skills sets — a competency that develops the skill set required to function as a:

• Transformational Leader, or

• A Great Founder

Books smarts is necessary, but it’s not smart to neglect the skills the university didn't teach you and employers expect you to have. You need to develop an “unfair competitive advantage."
----------
FOCUS 1: GROWING TRANSFORMATIONAL LEADERS

Being able to change and being able to change others helps you stand out. This involves building four transformational competencies. They are to:

• Develop a TRANSFORMATIONAL MINDSET. Lets face it, the system wants you to conform. Innovators think differently from the rest of us—and so do great transformational leaders.

• Build the Skill of SKILL DEVELOPMENT. Sad to say, few, very few managers could tell you how to build a skill. This results in billions of training dollars lost each year.

• Boost Your SOCIAL INFLUENCE. Remember the old saying, "Lead, follow or get out of the way?" Bosses who cannot exercise the nine elements power are not strong leaders, they act like a followers; and they probably block the way forward.

• Strive Toward SELF-MASTERY. Organizations continually focus great efforts on process improvement, but most forget about pushing continuous personal improvement. To borrow a phrase from the Army, you must "Be All That You Can Be."
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FOCUS 2: DEVELOPING GREAT FOUNDERS

By definition, someone who turns a start-up into a large enterprise is a transformational leader. We add concepts from Great Founder theory so entrepreneurs understand that they are unfinished works, destined to keep improving themselves and work on the right skill sets.

-------

I teach as an adjunct professor at the University of California, Los Angeles (UCLA), Korea University (Seoul) and Woodbury University (Burbank). Plus have an MBA from the University of Iowa and a M. A. in Psychology from Harvard University.

A final word worth remembering when you look at Udemy classes. It goes, "If you think the classes are expensive, try costing ignorance."

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