Key Principles - Westlake Chemical · COMMUNICATING WITH IMPACT JOB AID Use the interaction process...

© De

velop

ment

Dime

nsion

s Inte

rnati

onal,

Inc.,

MMX

.

COMM

UNIC

ATIN

G W

ITH

IMPA

CT JO

B AI

D U

se th

e in

tera

ctio

n pr

oces

s ski

lls—

Key P

rincip

les, In

tera

ctio

n Gu

ideli

nes,

and p

roce

ss sk

ills—

to c

ondu

ct e

ffec

tive

inte

ract

ions

that

mee

t bot

h pe

rson

al

and

prac

tical

nee

ds a

nd h

elp

you

enha

nce

your

impa

ct in

the

wor

kpla

ce.

Inter

actio

n Pro

cess

Key P

rincip

les

Key

Pri

ncip

les—

Este

em,

Empa

thy,

Invo

lvem

ent,

Shar

e,

and

Supp

ort—

can

be u

sed

at

any

time

to re

late

to o

ther

s in

a w

ay th

at m

eets

thei

r pe

rson

al n

eeds

.

Inte

ract

ion

Guid

eline

s In

tera

ctio

n G

uide

lines

—O

PEN

, C

LAR

IFY

, DEV

ELO

P, A

GR

EE,

and

CLO

SE—

prov

ide

stru

ctur

e an

d di

rect

ion

to y

our d

iscu

ssio

n so

that

you

can

mee

t pra

ctic

al

need

s.

Proc

ess S

kills

Proc

ess s

kills

—ch

eck

for

unde

rsta

ndin

g an

d m

ake

proc

edur

al

sugg

estio

ns—

ensu

re c

omm

on

unde

rsta

ndin

g an

d ke

ep th

e

disc

ussi

on m

ovin

g fo

rwar

d.

IME

XP

1JA

*KAYU*

KAYU

© Development Dimensions International, Inc., MMX.

Interaction Process Skills

STAR Feedback K

ey Principles M

aintain or enhance self-EST

EE

M.

• B

e specific and sincere.

Listen and respond with E

MPA

TH

Y.

• D

escribe facts and feelings.

Ask for help and encourage IN

VO

LV

EM

EN

T.

• U

nleash ideas with questions.

SHA

RE

thoughts, feelings, and rationale. (to build trust) •

Disclose feelings and insights to build trust.

Provide SUPPO

RT

without rem

oving responsibility. (to build ownership)

• Specify the level of support you’ll provide.

Effective feedback is . . . specific, tim

ely, and balanced. Positive Feedback ST

—Situation or T

ask. W

hat was the problem

, opportunity, challenge, or task?

A—

Action. W

hat was

said or done to handle the situation or task? For feedback for developm

ent, w

hat did the person say or do that w

as ineffective?

R—

Result. W

hat changed, for better or worse, because of the

person’s actions, and what w

as the impact or consequences of

that result?

Feedback for Developm

ent A

—A

lternative action. Som

ething the person could have said or done differently.

R—

The enhanced R

esult that the alternative action m

ight have produced.

Interaction Guidelines

OPE

N

• D

escribe purpose of discussion. •

Identify importance.

CL

AR

IFY

• Seek and share inform

ation about the situation.

• Identify issues and concerns.

DE

VE

LO

P •

Seek and discuss ideas. •

Explore needed resources/support.

AG

RE

E

• Specify actions, including contingency plans.

• C

onfirm how

to measure progress.

CL

OSE

•

Highlight im

portant features of plan. •

Confirm

confidence and comm

itment.

Process Skills C

heck for understanding—C

onfirm that everyone has the

same understanding and uncover

discrepancies early.

Make procedural suggestions—

Suggest how to m

ove the discussion along and keep it on track.