Coach do Coach

Os melhores profissionais e as melhores equipas têm um denominador comum: serem peritos nas competências intra e inter que perfazem as relações interpessoais entre todos os objectivos, as ferramentas e os meios. (Rui Lança)

sexta-feira, 29 de agosto de 2014

Common Ground Communication

I confess that this area is breathtaking! We start by reading something, learn a little and soon realize that there are hundreds of information relevant to our work. Individual and collective.

I leave you some links and what it is to create and perfect the same communication channels.

Finding common ground is a technique for facilitating interpersonal relationships. In order to find common ground between parties, participants must search for signals of recognition, which are often subtle and cause for misunderstanding. Generally, smiles, bland faces, or frowns can be the positive, neutral or negative signals. When verbal communication is possible, the participants can speak and then listen.

Historically, the commons in many communities were a place which was available to everyone, such as the village pump, or the sidewalk of a road. Thus even for those far from home, the sight of someone familiar only from the commons might be comforting to a homesick or lonely traveller. This effect can be seen in many kinship groups. One measure for interpersonal relationships is warmth. Thus discovery of common ground is commonly cause for comfort and additional happiness among the participants, and is one step on the way to respect or perhaps friendship.
However, to some people in small-enough communities, conflict may have occurred between them too often to find common ground, and isolation from each other is the only path toward healing and a healthy relationship. For such people, shunning of the commons is necessary. But if one is forced onto the commons, then a minimal acceptable behavior toward others is necessary when on common ground, as in a truce.
As an example, one technique for anonymous trade between mutually suspicious parties was for the offerers to lay the goods (such as gold) in a clearing (the potential common ground), and then to hide in the forest with the gold in their plain sight, while armed with weapons, in the event of treachery. Thus, the offers could be made to traders. The traders, who bore goods (and who were also armed with weapons), would lay the trade goods in the clearing, and take the gold back with them. This was a mechanism for trading between the Moors and the gold miners of Africa over a millennium ago, and also for trade with Sumatra (the isle of gold) and other islands of Southeast Asia. This has some structural similarity to the policy of mutually assured destruction during the Cold War era.

Today, we have the advantage of more highly developed communications techniques, but the basic need for minimizing suspicion and maximizing trust remains with us, worldwide, at a time when polarization is increasing.

Or more:

How can communication help build common ground among people?
Often people resist talking to, working with, or living alongside people they perceive to be different. When people tolerate difference, they acknowledge that everyone is not alike but still prefer to be with others who are similar to them. When people of different cultures respect each other, they start to see differences as valuable and may form new friendships. Participation occurs when people are willing to include others in a range of activities and can see them as both unique and full participants or members of a shared community.
Building common ground requires communicating resourcefully and respectfully. Resourceful communicators know their own core beliefs and values but are also willing to identify with people who are different, understand their ways of communicating, and establish common goals and values. Respectful communicators practice civility and tolerance by observing ground rules such as preserving confidentiality, avoiding interruptions, using considerate language, and checking the accuracy of their assumptions.

sexta-feira, 22 de agosto de 2014

Precisamos de um líder ou de uma equipa de elevado desempenho?

Uma situação não existe sem a outra. Mas como nasce e com que deveres e direitos a existência e o crescimento de um líder permite a existência de uma equipa. Ou será ao contrário? Uma interrogação a ser explorada na Executive Digest deste mês.