Faculty of Business & Computing Establish Effective Workplace Relationships BSBWOR401A Prepared and presented by Hunter Institute 1
Dec 24, 2015
Faculty of Business & Computing
Establish Effective Workplace Relationships
BSBWOR401A
Prepared and presented by Hunter Institute 1
Faculty of Business & Computing
Learning Outcomes
Collect, analyse and communicate information and ideas
Develop trust and confidence
Develop and maintain networks and relationships
Manage difficulties to achieve positive outcomes
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Faculty of Business & Computing
Effective Workplace Relationships
“People want to know that they are important to an organisation and that their work is important to the work of the organisation.
Good managers do this.” Bill Cossey
(Chief Executive State Courts)
Adelaide 2004
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Activity Describe a workplace
that has achieved effective workplace relationships.
– What does it look like?– How are people behaving?– What support systems
exist to support effective workplace relationships?
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COLLECT, ANALYSE ANDCOMMUNICATE INFORMATION
AND IDEASIn this section we will discuss:
– The need for information sharing.
Tools you will take away from this session include:– Basic communication tools that will enable you to
• communicate ideas and information that are appropriate to your audience
• ensure communication takes into account social and cultural diversity
• seek input from internal and external sources to develop and refine new ideas and approaches.
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WORKPLACE INFORMATION
Workplace information
may be sourced internally
and/or externally
Information is: • A message received and
understood, that reduces uncertainty
• A collection of facts (data) from which a conclusion may be drawn
• Knowledge acquired through study, experience or instruction
To fulfill your work duties you will need:• Specific information – related directly to your role,
tasks, the organisation’s goals and vision• Generic information – related to organisational
operations within the world environment.
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USEABLE INFORMATION
verifiable timely communicated in
ways that make it understandable to the user
Information is useful when it is:
valid reliable accurate consistent sufficient
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COMMUNICATION
Frontline managers provide the communication link between workers and
upper management.
You will be required, on a daily basis, to communicate effectively with managers,
workers, suppliers, customers (internal and external) and other stakeholders.
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FOR INTERACTIVE DISCUSSION
What are the skills required for effective communication?
Effective communication occurs only when a message is sent and understood as it was intended. What does this mean to you?
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FOR INTERACTIVE DISCUSSION
Why is spoken language a poor medium for communication?
What do body and paralanguage tell you that words do not?
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ASSERTIVENESS
Effective communication is based on assertion
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COMMUNICATION AND DIVERSITY
Diversity - the quality of being different and unique at an individual or group level.
Valuing diversity - appreciating and respecting the worth and contribution of human differences.
Managing diversity - creating and sustaining an open, supportive, responsive organisation in which differences are combined and encouraged so that everyone can reach their potential.
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DIVERSITY
Fuels creative energy and insight Is essential to the growth of individuals
and organisations Sparks alternative viewpoints and ideas Enables organisations to develop broad
perspectives, pre-empt change and approach problems creatively.
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FOR INTERACTIVE DISCUSSION Do you know what your organisation’s anti-
discrimination, equal employment opportunity, affirmative action polices are?
Do you understand their meaning in terms of your workplace behaviours and those of others?
Are they evidenced by the ways in which your organisation recruits, selects, trains and promotes staff, and in its operation in the wider community?
What can be done to improve acceptance and understanding of diversity in your workplace?
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INFORMATION SYSTEMS
An information system is a collection of hardware, software, people, procedures
and data.
The system must provide appropriate, accurate and understandable facts, figures and general information to the people who
need to know.
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Good quality information
+ honest, open communication
= high productivity.
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7 Main Elements of Communication
Sender Message Receiver Feedback
Channel Context or
setting Interference or
noise
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A Process Model of Communication
SENDER
Self Concept
Family
Culture
Skills
Feelings
Attitudes
Values
RECEIVER
Self Concept
Family
Culture
Skills
Feelings
Attitudes
Values
Feedback
Message
INTERFERENCE
CONTEXTEnvironment, status,
time
CHANNELVerbal, Visual, Non Verbal
Eg: Television, telephone, computer
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Appropriate Method and Pattern of Communication
Analyse your audience Decide your purpose Identify the subject Consider the context List/think about all issues/topics to be
included Decide sequence or strategy to deliver
message
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Workplace Diversity:
Individual Differences Perceptions Motivation Gender Self-esteem Life Stage Values and
Attitudes Locus of Control
Education and Skills Preferences Socio-cultural Career Goals Expectations Position roles
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Workplace Diversity:
The Legal FrameworkRemember there is State and Federal Legislation prohibiting discrimination and harassment on the grounds of:
Opportunity based on MERIT
• Race and Nationality
• Gender
• Age
• Sexual preference
• Disability
• Marital status
• Transgender
• Religion
• Partners characteristics
• Pregnancy
• Family responsibility
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‘Managing diversity’ looks at the diverse needs and capabilities of employees and how this can be best managed.
Diversity: must be valued requires a cultural change challenges individuals to change core
values and behaviours
Managing Workplace Diversity
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For Change to Occur
A strategy and process must be implemented
The strategy must be supported by all staff
What are you going to do to change the culture of your team?
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Workplace Diversity
Do you understand your own perceptions and biases?
How do you recognise prejudice in the workplace?
Activity Convert subjective experiences into
objective statements Identify your cultural biases
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Understanding Persuasion and Influence
Activity: – Complete self assessment– Discuss your answers with your group– Prepare to discuss with the whole group
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Understanding Persuasion and Influence
Self assessment statements are ‘myths’ about persuasion (Although some contain a grain of truth, they are risky guides for communication)
Total Score 45-35 (Successful communicator)
Total Score 34 - 28 (Scope for better choices as a communicator)
Total Score 27 – 7 (Scope to rethink some of your basic assumptions. The rewards will be more than worth the work!
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Develop Trust and Confidence
TRUST – can be defined as confidence, the absence of suspicion, confirmed by our track record and our ability to correct.
(Learning Centre 1996)
People with a great deal of CONFIDENCE feel good about themselves and think that they are able to accomplish most tasks that confront them.
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Develop Trust and Confidence
Treat people with integrity, respect and empathy
Develop and maintain positive relationships
Gain and maintain trust and confidence Adjust interpersonal styles to the social
and cultural environment
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Workplace Trust in Decline
The level of trust was best between front-line employees and their immediate supervisors.
The level of trust was worst between front-line employees and top level executives.
According to survey findings
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Open Arena
Unknown
Blind Spot
Hidden
……….……Seeks Feedback……………
……
….…
…S
elf
Dis
clo
ses…
……
……
Develop Trust and Confidence
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JOHARI Window
Open Arena
Unknown
Blind Spot
Hidden
……….……Seeks Feedback……………
……
….…
…S
elf
Dis
clo
ses…
……
……
Known to Self
Kn
ow
n t
o O
ther
s
Not Known to SelfKnown to Self
Kn
ow
n t
o O
ther
s
No
t K
no
wn
to
oth
ers
Not Known to Self
No
t K
no
wn
to
oth
ers
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Support each other Learn from each other Engage in meaningful interaction Acknowledge difficulties Provide accurate information
Developing Effective Relationships
part 1
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Developing Effective Relationships
part 2
Clarify expectations, priorities Initiate continuous improvement Communicate/celebrate success Work across teams - job rotation Communicate openly, honestly and
consistently
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Treat People with Integrity, Respect and
Empathy …part 1
Be sensitive to the needs of others Communicate openly and honestly Be reliable Be loyal to the organisation and workers Be self motivated
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Treat People with Integrity, Respect and
Empathy….part 2
Be collaborative Treat people equitably Be concerned about people’s welfare Consult with employees Appreciate individual differences Plan tasks well
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Good Governance and Risk Management
EEO Policy Anti Harassment Policy Affirmative Action Policy Code of Conduct Grievance handling procedures
What other strategies can you use to manage standards of workplace behaviour?
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Actions a Leader can Take to Gain and Maintain Trust and Confidence
Solve problems Share credit Air concerns with relevant people Hold informal talks Be direct in communication Be timely and admit mistakes Engage in honest and tactful communication Schedule regular meetings for input and feedback
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A Culture of Trust …part 1
People enjoy coming to work
Staff freely share ideas Conflict is resolved
constructively Managers never use
their position as a threat There are no rewards
for being “Yes” people
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A Culture of Trust…part 2
Staff feel valued and appreciated Managers are not threatened by devolved
authority Mistakes are handled with support Staff and managers respect and speak highly
of each other Most people willingly take on extra work
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Building Customer Confidence and Trust
Provide quality work Make customers feel comfortable Foster partnerships Be honest Build long–term relationships Under promise, over deliver
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Networks and Relationships
Activity
– What are the benefits of networking to your team/organisation
– What are the benefits to you personally?
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Networks and Relationships
Benefits to your team/ organisation– Source of information about developments in
the industry, marketplace and wider community– Opportunities to do business with a broader
circle of customers– Provides opportunity to tap into ideas about new
services and ways of doing things– Grants access to industry expertise– Provides support and assistance on issues your
team is grappling with– Presents opportunities for beneficial
partnerships and supply arrangements
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Networks and Relationships
Benefits to you personally– Introduces you to a wide range of people with
different skills, knowledge and links to further contacts
– Extends your circle of business and personal acquaintances
– Provides you with sources of information and a forum for sharing ideas
– Gives you access to advice on a wide range of subjects
– Reveals new career opportunities
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Networks and Relationships
An approach to networking– Be aware of benefits– Work to develop areas of personal expertise– Analyse your current network of contacts– Establish your own networking goals– Get out there, promote yourself and make contact– Sell networking to others– Make sure networking benefits all parties– Be an advocate for others
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Networks and Relationships
Activity– Describe how your organisation uses networks
to its advantage.
AND/OR– Describe how your organisation could benefit
from establishing and maintaining a network
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Week 4 –What have we covered so
far?
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Week 1 – Collect, analyse and communicate information and ideas Week 2 – Develop trust and confidence Week 3 – Develop and maintain networks and relationships . . . Where to from here? . . .
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Manage Difficulties to Achieve Positive
Outcomes
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Week 4 Topic -
Week 5 – Final Assessment – In-class case study
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Manage Difficulties to Achieve Positive
Outcomes Prevent workplace problems
Understand workplace behaviour
Support, coach and guide others
Resolve work difficulties
Manage poor performance
Manage team conflict
Negotiate difficult situations48
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Prevent Workplace Problems
Problems may be about:
People
Processes
Technology
MaterialsThey may be
Routine
Unique
Minimising Work Disruption49
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An Approach to Preventing Workplace Problems
Anticipate problems as part of the planning process
Develop suitable performance standards Design applicable “work practice standards” Implement effective feedback processes Make people responsible
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An Approach to Preventing Workplace Problems
Give those responsible appropriate information Encourage feedback from customers and
suppliers Encourage creativity and continuous
improvement Develop a mindset among all staff “there is
always a better way” Role model and encourage a positive attitude
Attitude, Attitude, Attitude!
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Understand Workplace Behaviour
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Understanding Workplace
BehaviourTransactional Analysis: Berne 1910-1976
Transactional Analysis (TA) is a method of analysing behaviour patterns in interpersonal
communication
TA is based on the premise that eachindividual has many ego states, which can be simplified into three main categories.
People operate from one of three recognisable ego states.
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Transactional AnalysisEgo State Concept Behaviour
Parent Taught/Learnt Aggressive,
Bossy
Protective
Nurturing
Adult Thought Rational, assertive, open, analytical
Child Felt/Emotional Reactive,
adaptive, angry spoilt
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Transactional Analysis
Use the PAC model to change the way you react to these types of communications.
REMEMBER:
Sometimes the best way to change other peoples behaviour is to
change your own.
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Transactional Analysis
Reflection Activity
What ego state do you use: At work? At home? With friends? How can you and your team improve your
PAC interactions?
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Support, Coach and Guide Others
Reflection Activity– Has coaching been a consideration in my
workplace? If not, why not?– Is there an employee in my team who would
benefit from coaching?– Which skills or areas would I be best at when
coaching?– Which of my colleagues have skills which could
be passed on to others through coaching?
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How Can You Build Positive Self Confidence
in Your Staff ? Illicit support from those around you Create a positive physical image (You, The
Environment and the Team) Develop and implement clear values, visions
and goals (Please, walk the talk!) Encourage positive self talk and affirmations Encourage the use of positive visualisation
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How Can You Build Positive Self Confidence
in Your Staff ? Provide feedback to promote a positive self
concept in individuals and teams Show confidence in your staff Expect the best, reward good performance
and see mistakes as learning experiences Promote a “Can Do” mentality
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Managing Poor Performance
Maximising Performance Team Leaders Role Your Grievance Procedure Your Discipline Policy Certified Agreements
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Managing Poor Performance
Activity: In your groups, discuss:– What is poor performance?– What are the reasons why managers avoid
dealing with poor performance?– What are the organisational outcomes of poor
performance?
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Organisational Outcomes of Ineffective Performance
Absenteeism Low morale Productivity losses Breaches of legislative requirements ……and so on
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Ways of Managing Ineffective Performance
Informal or Formal Timely discussion paramount First option: Supervision and coaching
first (informal) Counselling and/or warning if the first
option is not successful (formal)
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Process for Managing Ineffective Performance
Be aware that a performance deficiency exists
Determine the source of deficiency Provide feedback to employee/team Agree upon a course of action Monitor and provide feedback to employee If no improvement, proceed to next stage
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Options for Managing Ineffective Performance
Targeted training program Referral to EAP Formal warning – verbal or written Transfer/demote to another position
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Legal Considerations
Workplace Relations Amendment (Work Choices) Act
Industrial Relations Act EEO Legislation Workplace Enterprise Bargaining Agreement Award
Prevent an unfair dismissal claim!
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Discussion with employee concludes with offer of referral
accepted
Model of Employee Assistance Program
Periodic program reporting to organisation.
(usage, statistical measures of effectiveness, etc)
EMPLOYEE ASSISTANCE COUNSELLOR
Supervisor Referral Employee self-referral
Employee recognises they have a problem and wishes
to seek assistance
Supervisor notes
performance problem
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Parting Company Termination of employment options
– Summary Dismissal – serious misconduct– Frustration of contract– Redundancy– Giving notice – per provision of award
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Investigation by
Manager
• Obtaining the
unbiased facts
Notification of an
instance
MODEL OF TERMINATION(Discipline)Workplace Policy
formulated and communicated
• Managers
• Staff
• Unions
Disciplinary discussion
•Relay facts to employee
•Obtain employee feedback
•Advise next steps
•Notify union
(if necessary)
Due process followed
Dismissal
If repeated violation
Formal
Warning
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Team Conflict
The response an individual or group makes to a perceived threat to goals or anything they consider to be of value
Adapted from Landon & Marshall 2000
Managing Team Conflict
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Managing Team Conflict
Seek first to understand,
then be understood
Stephen CoveySeven Habits of Highly Effective People
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Managing Team Conflict
Positive
or
Negative
Outcomes of conflict
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Managing Team Conflict
Different opinions and expectations Different values and perceptions Shared resources Unclear roles and responsibilities Dependence upon each other Unclear policy or procedures Different goals, purpose, outcomes Individual “personality” differences
Common CausesCommon Causes
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Your Conflict Management Style
Complete Activity
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Conflict Management Conflict Management StylesStyles
Competing I win, you lose
Accommodation I lose, you win
Compromise Both win some, lose some
Collaboration I win, you win
Avoidance Lose-lose situation
Adapted from Thomas-Kilmann Inventory
OptionsOptions
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Conflict Management Styles
Cooperativeness
Ass
ertiv
enes
s
Competing Collaborating
Compromising
AccommodatingAvoiding
Uncooperative Cooperative
Una
sser
tive
Ass
ertiv
e
Ref: Thomas Kilmann Inventory76
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When to Use Each Conflict Management Style
Be aware of– the situations where certain conflict
management styles are suitable (refer course notes)
– Skills required in each conflict management style (refer course notes)
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Dealing with Conflict Part 1
Listen with empathy Consider emotions Use assertiveness Keep it impersonal Use questions to clarify - facts
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Dealing With ConflictPart 2
Find a common outcome You must all want to resolve it Try to adopt a “win-win” approach Develop various options -together Seek further understanding by “Mapping the
conflict” Use a trusted third party mediator
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Personal ConflictManagement Toolkit
“I” Statements Assertiveness Non Verbal Active Listening Questioning Techniques Key Negotiation Skills
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Dealing with ConflictPart 3
Activity: Introduction to Conflict Mapping
Activity: Critically reflect on own conflict situation
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Negotiating Difficult Situations
part 1 Research your adversary / opponent /
challenger
Know your own position and
requirements
Begin with a positive overture
Build trust
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Negotiating Difficult Situations
part 2
Address problems, not personalities
Pay little attention to initial offers
Emphasise win-win solutions
Remain persistent about your position
Be open to third-party assistance
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Negotiating Difficult Situations
part 3
Brush up on Negotiaton Strategies
– Stampedic Approach
– The Friendly Tactic
– The Dismissive Tactic
– The Threatening Tactic
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Review Communicate two way information and ideas Value and manage Workplace Diversity Develop trust and confidence Build and maintain networks and relationships Prevent workplace problems Identify and resolve work difficulties Manage poor performance Manage conflict Negotiate difficult situations
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