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Welcome to this video-lecture of Live Text Access –
Training for real-time intralingual subtitlers
This is Unit 4: Entrepreneurship and service competence
Element 2: Stress management and personal skills.
My name is Julia Borchert
and this lecture is about giving and receiving feedback
The materials are created by SUBTI-Access and ZDF Digital.
This is the learning outcome:
The trainee can deal with feedback as well as provide feedback
and solutions in conflictive situations.
Here you see the Agenda.
At first, I will go into the subject nonviolent communication.
Then we will have a look what to consider,
when giving or receiving feedback.
And at the end, I will shortly say something
about possible conflictive situations
in the working environment.
Nonviolent communication.
Nonviolant communication is a concept developed by Marshall B. Rosenberg
in the beginning of the 1960s.
He was a psychologist from the United States
and founder of the non-profit centre of nonviolent communication.
Furthermore, he was an international active mediator.
Rosenbergs model of nonviolent communication
intends to enable people to deal with each other in such a way,
that the flow of communication, leads to more trust and joy in life.
In this sense, nonviolent communication,
should be helpful in everyday communication
as well as in peaceful conflict resolutions
in the personal, professional or political sphere.
Here you see two animals:
a wolf and a giraffe.
And Marshall B. Rosenberg connects with these two animals
the violent and the nonviolent language.
The wolf with its pointed teeth, is a symbol of the one,
who bites with his language and thus hurts the other.
The giraffe on the other hand,
has a wonderful overview of the situation, with its long neck
and can see everything from above.
In addition, it has a large and powerful heart.
And that's what nonviolent communication is all about.
The concept of nonviolent communication
shows us a transformation of our linguistic expression
and our way we listen to others.
The concept is broadly based on perceiving one`s own needs
and those of others.
Due to this, we are able to see the relationship
to the communication partner from a different perspective.
And most conflicts between individuals or groups,
arise from miscommunication about their human needs.
Due to coercive or manipulative language,
that aims to induce fear, guilt, shame or other bad feelings.
Rosenberg invites nonviolent communication practitioners,
to focus attention on four components in communication:
At first: observation.
What do we hear others saying? And what do we see others doing?
The goal is: Communicating our observation
to the other without evaluation or judgment.
Simply describing.
The second component is feeling.
It is advisable to express,
how we feel, when observing the action of the other person.
Am I maybe feeling hurt, frightened, glad or amused.
Only as an example.
Third: needs.
By this Rosenberg means, expressing,
what our basic human needs are behind the feelings.
Because all individuals have needs and values,
that sustain and enrich their lives.
When those needs are met,
we experience comfortable feelings, like happiness or peacefulness.
And when these needs are not met,
we experience uncomfortable feelings, like frustration.
Understanding that we, as well as those around us,
have this needs, is perhaps the most important step
in learning to practice nonviolent communication
and to live empathically.
And the last component is request.
To make clear and present requests is crucial.
When we learn to request concrete actions,
that can be carried out in the present moment,
we begin to find ways to mutual and creatively ensure,
that everyone's needs are met.
So, the main aspect of nonviolent communication
is to express yourself honestly
with the help of these four components.
And also to listen empathic,
which is much easier, when you have these
four components in mind.
Now some general points about feedback culture.
And the application of aspects of nonviolent communication
in giving and receiving feedback.
What is feedback?
Feedback is an assessment or a perception by another person.
Used correctly, feedback can be enormously helpful.
At work it's essential for advancement.
It can supplement self-perception or self-assessment.
As far as possible, the external assessment
and perception, should be objective.
Those who give feedback can tell the other person
how his or her behavior
appears or is received,
How he or she assesses the situation
or performance or what potential of improvement
is identified.
However, feedback is not always welcome
and needs clear rules.
Let's have a look at this simple feedback sentence:
"You have done a good job on this report".
Obviously this is a compliment, but often compliments
- even when they sound positive - are judgements about others.
In this case the receiver
can also hear maybe following in the message;
"In the past jobs, I didn't made a good job."
Or: "I can improve and do it better."
Or: "The sender has the right to judge my work".
Or: "The sender knows it better than me".
Which can evoke a feeling of inferiority
and therefore unmet needs.
To prevent that a message is being misunderstood or misinterpreted,
it's important to be aware of a few things.
For your information, this example refers to a positive feedback,
like the one from the slight before.
So as the sender of feedback: Express your appreciation
and recognition because you like what the person did
and not to manipulate or because of other ulterior motives.
And as a receiver of a compliment or a positive feedback:
Except recognition without feelings of overconfidence
are wrong humility.
Otherwise the tone can sound from the top.
Here the most important feedback rules:
Get an overview:
It's important to judge the whole thing professionally.
You need to know all variables.
Right timing:
The willingness to receive feedback must be there.
Otherwise it gets the character of an inspection.
The best is to give feedback as an answer to a question.
Nevertheless, feedback should be given
as promptly as possible.
Otherwise the reference to the situation
increasingly fades.
A good setting: If possible give feedback
only without others listening.
Especially if it's critical.
Formulate I-messages:
Talk about your personal observations and impressions.
For example:
"I had the impression..." and so on.
And describe your expectations like
"I would be happy, if in the future you..."
Show perspectives:
It is helpful showing constructively
the other person new, different perspectives,
Accept feedback:
Accept the other person`s observations
for what they are: his or her perception of things and not more.
And if anything is not clear: ask!
Conflictive situations
Conflicts are often perceived as something very bad,
but they are natural and unavoidable.
They are part of everyday lives and also in the working environment.
It is crucial,
that conflicts proceed constructively
and are resolved without escalation.
Especially when the working situation
is stressful, conflicts can easyli appear.
And the working environment of a speech to text interpreter
is often connected with stress like we also have learned
from the LO before in this element.
Furthermore, conflicts can appear
when different interests or roles collide.
Or maybe, when someone feels injustice
and distribute tasks or something else.
We will now have a look at an example on the next slide.
You are working with a colleague together in a team
at a conference of a big company.
Because of the duration and the effort,
you are working in alternation.
When one is respeaking, the other one makes a break.
Now it's your turn to relax for a few minutes
and you're listening to the respeaking of your colleague.
After a certain time you realize, that your colleague makes mistakes
and, that he is not concentrated enough.
Moreover your colleague is looking at his cell-phone
and texting a message while respeaking.
You realize, that the quality is suffering a lot
and you take over again.
After the job is finished,
you want to talk about it with your colleague
and you gave him a feedback.
You're a bit mad and say:
"What's wrong with you texting while you are working?
You made a very bad job today and that annoys me".
Your colleague feels attacked, wants to play the ball back
and yells at you: "You are not my boss
and you made also a lot of mistakes".
What's happening here?
After all, professional feedback is not only praise,
but also criticism and always includes sensitive areas
such as a personal development
and involves both, positive and negative behaviour.
But is this a professional feedback?
No. Not at all.
The sentence "What's wrong with you?"
includes a judgment. It's not easy to give a negative feedback
and it's also not easy to accept it as a receiver.
Therefore, it's important for the feedback provider to create
an informal and calm atmosphere for this and also to pay attention
to the feasibility of the feedback.
So let's have a look at the four components
nonviolent communication is teaching us.
Observation:
You notice, that your colleague is distracted,
but you don't judge it. Simply observe what is happening.
Feelings:
When you observe the mistakes of your colleague,
notice what is happening with you.
What kind of emotion and physical sensations do you feel?
Here it's important to distinguish between feelings and thoughts,
because maybe you think about the client
and that you need to do a good job here.
But your feeling in this situation is,
Needs:
Here the uncomfortable feeling of anger and disappointment
are experienced from unmet needs
like recognition, appreciation or cooperation.
Understanding that we, as well as those around us,
have these needs, is very important.
And at last: request
Make a clear and present concrete request.
Think about what would you help in your unmet needs now.
So we begin to find ways
to cooperatively and creatively ensure,
that everyone needs are met.
Now the attempt to apply all this.
A better feedback could probably be something like this:
"How are you today?
I noticed a few times, that you were unfocused and made mistakes."
From nonviolent communication
we learn, that it's good to express anger completely.
So you can also say:
"I'm a bit disappointed about making mistakes,
because I wanted to make a good job today."
This feedback is less personal
and your colleague is probably not feeling attacted directly.
His respond is now maybe:
"I`m not feeling well today because of private problems.
I wanted to stay focused, but I was distracted.
That's true.
I'm sorry about the mistakes."
Think about the giraffe here again.
Because now you know that there's a reason for his behaviour
and that there are unmet needs.
Now it's easier to be empathic and to prevent a conflict.
In changing the perspective,
you are able to have a better understanding
for your colleague's situation and you can be more sensitive.
To come to a harmonic end of this situation,
you request what you need now.
Maybe you want to prevent, that something similar
is happening in the future.
Then you can say for example: "I would be happy if in the future,
you tell me, that you have a problem before the job starts.
So I am aware of it and I can take over more."
Now your colleague feels understood and you are able
to interact empathically with each other.
Summary
The concept of nonviolent communication
is broadly based on perceiving one`s own needs and those of others.
Most conflicts between individuals or groups
arise from miscommunication about their human needs.
Due to coercive or manipulative language,
that aims to induce fear guilt, shame and so on.
The main aspect of nonviolent communication
is to express yourself honestly and to listen to others empathic
with the help of these four components:
Observation,
Feelings,
Needs and Request.
Concerning feedback is necessary
to have a few clear rules in mind.
This applies to both: giving and receiving feedback.
Once a conflict exists, it's rarely resolves itself.
Conflict management requires a clarifying discussion.
This discussion usually proceeds in five typical conflict faces:
Kick-off, Self-Declaration, dialogue, solution and closing.
And always think about the wolf and the giraffe.
Exercises.
The exercises for this video lecture
are in the Trainer's Guide and the PowerPoint file.
Thank you a lot for your attention.
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LTA - LiveTextAccess.
Universitat Autònoma de Barcelona.
SDI - Internationale Hochschule.
Scuola Superiore per Mediatori Linguistici.
ZDF Digital.
The European Federation of Hard of Hearing People - EFHOH.
VELOTYPE. SUB-TI ACCESS.
European Certification and Qualification Association - ECQA.
Co-funded by the Erasmus+ Programme of the European Union.
Erasmus+ Project: 2018-1-DE01-KA203-004218.
The information and views set on this presentation
are those of the authors and do not necessarily reflect
the official opinion of the European Union.
Neither the European Union institutions and bodies
nor any person acting on their behalf may be held responsible for the use
which may be made of the information contained here.