Trainer Packet

Holistic communication Consulting Team

Maintaining Quality Organizational Communication after Virtual Technology Implementation Head Training Designer: Jennifer Hanson

T rainer Packet

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Introduction and Purpose

Companies around the world decide to implement new virtual technologies in order to keep productivity standards high, increase efficiency or step in the new digital frontier in their respective field. Adoption and training are important steps but equal importance should also be placed on building strategies for adapting to this technological change and also maintenance of the highest quality of interpersonal communication of the employees. These issues will be addressed and more throughout the workshop via activities, discussion, and visualization. Eventually the ultimate goal will be reached of seeing change in a new light and solidifying strategies of adapting to the implementation of virtual technologies within the workplace while maintaining quality communication. Specifically, the setup of this training package would serve well companies who recently or are currently implementing virtual technology. The training serves as a strategy builder for adapting to this technological change and how to better view the choice for implementation of said technology.

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Objectives and Training Outline Objectives: • To gain a new perspective on change and technology choices by companies • Build strategies on how to adopt new technology after implementation • Foster the importance of quality communication and discussion Sections • Part I: Defining Change o Timeline of Change (15-20 min) o Change and Technology (15-20 min) o New Perspective? (10 min) • Part II: Technology Adoption o Stranded on an Island (20 min) o Reflection of Values (20 min) o New Perspective? (10 min) • Break (10 min) • Part III: Reflection o Fill in the Blank (15 min) o Questions, Highlights and Closing (20-30 min)

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Holistic communication Consulting Team Maintaining Quality Organizational Communication after Virtual Technology Implementation

Materials and Setup The following materials will be needed for the workshop: • 1 Participant Packet per attendee • 1 separate blank sheet of paper per attendee • Writing utensil (optional) • Refreshments for the mid-training break The activities can be adapted for large groups, however 6-40 people are ideal. The recommended setup for the seating area is a half-circle with the flipchart or dry erase board closing in the circle. This promotes full communication and does not instantly broadcast a lecture-style training session. Adult learners do not respond well when forced to answer or specifically chosen to answer. Open and trusting communication standards should be established at the very beginning. Additionally, depending on the situation introductions of each employee should begin the session and nametags are an optional addition. Even if it is a small, well-knit group, introductions help build the trusting relationship of facilitator and attendee at the beginning.

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Part I: Defining Change Activity: Timeline of Change Objective: To have participants increase awareness and understanding of the broad factors affecting the magnitude of change in the workplace. Time Needed: 15-20 minutes Materials Needed: 1 blank sheet of paper for each participant Delivery: On the paper, draw a timeline of the last ten years of your life. It does not have to be extremely detailed as they should primarily focus on the major changes that have happened in those ten years. They will draw vertical lines where the change happened and the length will denote the magnitude, or impact, of the change. (i.e. longer lines equal big changes). No labeling of the event is necessary. Draw an example on a flipchart or dry erase board if needed. Also mention that details won’t be shared with others. It is merely to get everyone focused on his or her current individual view of change. Example:

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Optional Discussion Points: (Recording of a list for everyone to see is encouraged) 1.What factors impacts the magnitude of the perception of change? Suggestions: • Self-awareness • Degree of change • Positive or negative change • Succession of event/number over period of time • Coping strategies • Personality • Inner stability/ability • Time perspective • Control issues 2. Ways to deal with these factors? Suggestions: • What is your perspective/Reframe • Keeping your network close • Recognize ways to cope • Being aware of emotions • Gaining control • Seeing the big picture Bottom Line: Change happens all the time! Also, change in our personal lives often affect our workplace attitude and ability to be open and adapt to change, including technology. There are more factors than just the date of the event happened. Once we can see the “big picture” we can have a new perspective on change and have a new, revised attitude towards change.

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Part I: Defining Change Discussion: Change and Technology Time Needed: 15-20 minutes Delivery: In small groups or pairs, have participants formulate lists of adjectives or phrases that describe new implementations of technology, therefore technology change, within the workplace. This portion should take around 5 minutes. After the discussion dies down or at the 5 minute mark, form a chart with two columns on a flipchart or writing board. The first column will be labeled “Positive” and the other column will be labeled “Negative”. Ask for volunteers from around the room for the descriptors. Once a lengthy list is formulated, begin to discuss with the group at large the causes of the positive adjectives and the negative adjectives. Optional Discussion Points: (Recording of a list for everyone to see is encouraged) 1. When is a technology implementation positive? • Efficiency • Previous knowledge of technology • Quick or no training • No disturbance of everyday activity 2. When is a technology implementation negative? • Lengthy upgrade • Huge disturbance • Complex training • No knowledge at all

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3. What are some possible solutions to turn a negative into a positive? • Realize bigger picture • Open communication with coworkers • Feedback to superiors • Keep flexible 4. What about the same technology being viewed differently by the same group of people? Why does that happen? • Occupation • Job responsibilities • Openness • Flexibility • Other changes occuring

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Part I: Defining Change Review: New Perspective? Time Needed: 10 minutes Delivery: After the last two activities, how do you see change now? Do you find yourself starting to find strategies to adapt to technology changes? Specifically in the workplace? This is an open discussion that is more for the participants to reflect on the activities and how it can be applied to the workplace. Volunteered answers only as the participants will feel that their discovery is personal and will not want to be put on the spot. If no vocal discussion is blossoming, then have the participants write 2-3 insights learned from the past activities in their packet and move on to Part II.

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Part II: Technology Adoption Activity: Stranded on an Island Time Needed: 20 minutes Delivery: Imagine you are stranded on a remote island on purpose for a social experiment. You have plenty of provisions and know that you will be rescued in a few days. Knowing that, what are three pieces of technology would you bring? Why? (Specifically the characteristics) Allow for five minutes of idea generation. Now everyone combines in small groups and decided the top three technologies out of everyone’s choices. Allow for ten minutes of discussion among the groups. Discussion Points: Oftentimes we value technologies that keep us connected and also put a unique value on them. Once you were in the group, you noticed that you had to make a group consensus and choose technologies, which most likely did not have the same exact value as your individually chosen technologies.

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Part II: Technology Adoption Discussion: Reflection of Values Time Needed: 20 minutes Delivery: This discussion is to serve to talk about the specific recent technologies that were implemented at the company. Also to correlate the core values of the company to the technologies. Discussion Points: 1. What are the main values or goals of this company? 2. How do the technology choices reflect those overarching values? 3. How do these values relate to previous technology choices? Sidenote: When technology is implemented by a company within its employee infrastructure it most likely will not match up to your specific values, which you place on certain technology. It helps to think of the company at large, perhaps even the industry, and the values associated with them. This helps to gain a wider perspective of the choice for the technology.

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Part II: Technology Adoption Review: New Perspective? Time Needed: 10 minutes Delivery: Similar to the discussion about a possible new perspective about change, the focus is now on adoption of new technology presented in the workplace. After the last two activities, how do you see technology adoption now? Do you find yourself starting to find strategies to adapt to new technologies? Specifically in the workplace? Again this is mainly for the participants’ reflection on the activities and how it can be applied to the workplace. Volunteered answers only as the participants will feel that their discovery is personal and will not want to be put on the spot. If no one is volunteering with replies, then have the participants write 2-3 insights learned from the past activities in their packet and move on to Part III.

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Break Time Given: 10 minutes Delivery: Thank the participants for the lively discussions and formulation of ideas throughout the activities. Announce there will be a short break and to return in ten minutes.

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Part III: Reflection Writing Exercise: Fill in the Blank Time Needed: 15 minutes Delivery: As the attendees return for the final part of the training, tell them to begin to fill out the last page of the Participant Packet. There is no rush to finish them all, it is simply an exercise to activate the mind again after the break. They will be filling out various statements that have been left blank. Before the training they probably would have filled them out differently but with the new concepts they have learned in the training, their perspective is hopefully beginning to change. Here is an example: •

Whenever I feel _____________ with technology, I __________________.

Allow about fifteen minutes for the activity. Then have everyone’s attention and say it is time to answer any questions that may have come up, highlights of the session and finally closing.

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Part III: Reflection Discussion: Questions, Highlights and Closing Time Needed: 20-30 minutes Delivery: The trainer will lead the discussion by answering any questions that may have come up during the break or even while filling out the statements. Encourage the attendees to answer each other’s questions and help structure the answers if needed. Continue the discussion by highlighting some examples of great points that were brought up by the participants throughout Parts I and II. Also examples of great teamwork or other examples can be brought up to continue to foster teamwork and quality communication. This process is an essential means to reflect on the process and articulate the group and individual learning process. The main goal is to directly relate them to their work environment, so they will have an instant application of what they learned throughout the workshop. Finally close the training by thanking the participants for all of their ideas and their attentiveness. Encourage maintenance of open communication by letting the attendees know that you are willing to answer questions/concerns in the future. (The exchange of specific personal information is entirely a personal choice). Remind them that they are a network and should continue to utilize the resources to help in adapting to implementation of virtual technology while maintaining a great standard of quality communication.

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