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[ELECTRONIC MUSIC]

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Welcome to this video-lecture
of Live Text Access –

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Training for
real-time intralingual subtitlers

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This is Unit 4: Entrepreneurship
and service competence

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Element 2: Stress management
and personal skills.

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My name is Julia Borchert

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and this lecture is about
giving and receiving feedback

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The materials are created
by SUBTI-Access and ZDF Digital.

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This is the learning outcome:

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The trainee can deal with feedback
as well as provide feedback

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and solutions
in conflictive situations.

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Here you see the Agenda.

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At first, I will go into the subject
nonviolent communication.

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Then we will have a look
what to consider,

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when giving or receiving feedback.

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And at the end,
I will shortly say something

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about possible
conflictive situations

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in the working environment.

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Nonviolent communication.

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Nonviolant communication is a concept
developed by Marshall B. Rosenberg

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in the beginning of the 1960s.

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He was a psychologist
from the United States

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and founder of the non-profit centre
of nonviolent communication.

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Furthermore, he was
an international active mediator.

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Rosenbergs
model of nonviolent communication

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intends to enable people to deal
with each other in such a way,

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that the flow of communication,
leads to more trust and joy in life.

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In this sense,
nonviolent communication,

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should be helpful
in everyday communication

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as well as in peaceful
conflict resolutions

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in the personal,
professional or political sphere.

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Here you see two animals:

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a wolf and a giraffe.

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And Marshall B. Rosenberg
connects with these two animals

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the violent
and the nonviolent language.

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The wolf with its pointed teeth,
is a symbol of the one,

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who bites with his language
and thus hurts the other.

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The giraffe on the other hand,

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has a wonderful overview of
the situation, with its long neck

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and can see everything from above.

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In addition,
it has a large and powerful heart.

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And that's what nonviolent
communication is all about.

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The concept
of nonviolent communication

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shows us a transformation
of our linguistic expression

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and our way we listen to others.

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The concept is broadly based
on perceiving one`s own needs

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and those of others.

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Due to this,
we are able to see the relationship

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to the communication partner
from a different perspective.

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And most conflicts
between individuals or groups,

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arise from miscommunication
about their human needs.

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Due to coercive
or manipulative language,

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that aims to induce fear, guilt,
shame or other bad feelings.

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Rosenberg invites nonviolent
communication practitioners,

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to focus attention
on four components in communication:

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At first: observation.

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What do we hear others saying?
And what do we see others doing?

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The goal is: Communicating
our observation

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to the other
without evaluation or judgment.

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Simply describing.

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The second component is feeling.

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It is advisable to express,

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how we feel, when observing
the action of the other person.

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Am I maybe feeling
hurt, frightened, glad or amused.

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Only as an example.

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Third: needs.

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By this Rosenberg means,
expressing,

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what our basic human needs
are behind the feelings.

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Because all individuals
have needs and values,

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that sustain and enrich their lives.

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When those needs are met,

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we experience comfortable feelings,
like happiness or peacefulness.

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And when these needs are not met,

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we experience uncomfortable feelings,
like frustration.

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Understanding that we,
as well as those around us,

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have this needs, is perhaps
the most important step

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in learning to practice
nonviolent communication

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and to live empathically.

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And the last component is request.

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To make clear
and present requests is crucial.

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When we learn
to request concrete actions,

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that can be carried out
in the present moment,

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we begin to find ways
to mutual and creatively ensure,

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that everyone's needs are met.

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So, the main aspect
of nonviolent communication

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is to express yourself honestly

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with the help
of these four components.

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And also to listen empathic,

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which is much easier,
when you have these

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four components in mind.

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Now some general points
about feedback culture.

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And the application of aspects
of nonviolent communication

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in giving and receiving feedback.

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What is feedback?

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Feedback is an assessment
or a perception by another person.

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Used correctly,
feedback can be enormously helpful.

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At work
it's essential for advancement.

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It can supplement
self-perception or self-assessment.

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As far as possible,
the external assessment

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and perception, should be objective.

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Those who give feedback
can tell the other person

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how his or her behavior

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appears or is received,

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How he or she assesses the situation

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or performance
or what potential of improvement

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is identified.

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However, feedback
is not always welcome

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and needs clear rules.

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Let's have a look
at this simple feedback sentence:

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"You have done
a good job on this report".

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Obviously this is a compliment,
but often compliments

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- even when they sound positive -
are judgements about others.

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In this case the receiver

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can also hear
maybe following in the message;

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"In the past jobs,
I didn't made a good job."

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Or:
"I can improve and do it better."

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Or: "The sender has the right
to judge my work".

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Or: "The sender knows it
better than me".

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Which can evoke
a feeling of inferiority

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and therefore unmet needs.

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To prevent that a message is being
misunderstood or misinterpreted,

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it's important
to be aware of a few things.

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For your information, this example
refers to a positive feedback,

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like the one from the slight before.

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So as the sender of feedback:
Express your appreciation

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and recognition because you like
what the person did

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and not to manipulate or
because of other ulterior motives.

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And as a receiver of a compliment
or a positive feedback:

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Except recognition
without feelings of overconfidence

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are wrong humility.

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Otherwise
the tone can sound from the top.

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Here
the most important feedback rules:

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Get an overview:

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It's important to judge
the whole thing professionally.

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You need to know all variables.

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Right timing:

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The willingness
to receive feedback must be there.

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Otherwise it gets
the character of an inspection.

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The best is to give feedback
as an answer to a question.

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Nevertheless, feedback
should be given

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as promptly as possible.

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Otherwise the reference
to the situation

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increasingly fades.

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A good setting:
If possible give feedback

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only without others listening.

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Especially if it's critical.

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Formulate I-messages:

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Talk about your personal
observations and impressions.

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For example:

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"I had the impression..." and so on.

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And describe your expectations like

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"I would be happy,
if in the future you..."

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Show perspectives:

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It is helpful
showing constructively

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the other person
new, different perspectives,

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Accept feedback:

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Accept
the other person`s observations

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for what they are: his or her
perception of things and not more.

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And if anything is not clear: ask!

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Conflictive situations

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Conflicts are often perceived
as something very bad,

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but they are natural
and unavoidable.

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They are part of everyday lives
and also in the working environment.

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It is crucial,

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that conflicts
proceed constructively

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and are resolved without escalation.

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Especially
when the working situation

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is stressful,
conflicts can easyli appear.

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And the working environment
of a speech to text interpreter

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is often connected with stress
like we also have learned

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from the LO before in this element.

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Furthermore, conflicts can appear

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when different interests
or roles collide.

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Or maybe,
when someone feels injustice

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and distribute tasks
or something else.

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We will now have a look
at an example on the next slide.

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You are working
with a colleague together in a team

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at a conference of a big company.

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Because of the duration
and the effort,

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you are working in alternation.

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When one is respeaking,
the other one makes a break.

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Now it's your turn
to relax for a few minutes

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and you're listening
to the respeaking of your colleague.

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After a certain time you realize,
that your colleague makes mistakes

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and,
that he is not concentrated enough.

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Moreover your colleague
is looking at his cell-phone

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and texting a message
while respeaking.

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You realize,
that the quality is suffering a lot

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and you take over again.

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After the job is finished,

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you want to talk about it
with your colleague

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and you gave him a feedback.

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You're a bit mad and say:

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"What's wrong with you texting
while you are working?

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You made a very bad job today
and that annoys me".

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Your colleague feels attacked,
wants to play the ball back

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and yells at you:
"You are not my boss

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and you made also
a lot of mistakes".

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What's happening here?

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After all, professional feedback
is not only praise,

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but also criticism
and always includes sensitive areas

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such as a personal development

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and involves both,
positive and negative behaviour.

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But is this a professional feedback?

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No. Not at all.

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The sentence
"What's wrong with you?"

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includes a judgment. It's not easy
to give a negative feedback

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and it's also not easy
to accept it as a receiver.

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Therefore, it's important
for the feedback provider to create

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an informal and calm atmosphere
for this and also to pay attention

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to the feasibility of the feedback.

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So let's have a look
at the four components

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nonviolent communication
is teaching us.

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Observation:

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You notice,
that your colleague is distracted,

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but you don't judge it.
Simply observe what is happening.

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Feelings:

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When you observe
the mistakes of your colleague,

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notice what is happening with you.

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What kind of emotion
and physical sensations do you feel?

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Here it's important to distinguish
between feelings and thoughts,

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because maybe you think
about the client

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and that you need
to do a good job here.

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But your feeling
in this situation is,

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Needs:

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Here the uncomfortable feeling
of anger and disappointment

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are experienced from unmet needs

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like recognition, appreciation
or cooperation.

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Understanding that we,
as well as those around us,

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have these needs, is very important.

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And at last: request

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Make a clear
and present concrete request.

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Think about what would you help
in your unmet needs now.

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So we begin to find ways

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to cooperatively
and creatively ensure,

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that everyone needs are met.

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Now the attempt to apply all this.

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A better feedback could probably be
something like this:

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"How are you today?

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I noticed a few times, that you were
unfocused and made mistakes."

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From nonviolent communication

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we learn, that it's good
to express anger completely.

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So you can also say:

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"I'm a bit disappointed
about making mistakes,

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because
I wanted to make a good job today."

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This feedback is less personal

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and your colleague is probably
not feeling attacted directly.

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His respond is now maybe:

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"I`m not feeling well today
because of private problems.

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I wanted to stay focused,
but I was distracted.

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That's true.

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I'm sorry about the mistakes."

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Think about the giraffe here again.

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Because now you know that there's
a reason for his behaviour

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and that there are unmet needs.

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Now it's easier to be empathic
and to prevent a conflict.

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In changing the perspective,

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you are able
to have a better understanding

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for your colleague's situation
and you can be more sensitive.

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To come to a harmonic end
of this situation,

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you request what you need now.

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Maybe you want to prevent,
that something similar

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is happening in the future.

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Then you can say for example:
"I would be happy if in the future,

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you tell me, that you have a problem
before the job starts.

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So I am aware of it
and I can take over more."

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Now your colleague feels
understood and you are able

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to interact empathically
with each other.

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Summary

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The concept
of nonviolent communication

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is broadly based on perceiving
one`s own needs and those of others.

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Most conflicts
between individuals or groups

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arise from miscommunication
about their human needs.

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Due to coercive
or manipulative language,

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that aims to induce
fear guilt, shame and so on.

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The main aspect
of nonviolent communication

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is to express yourself honestly
and to listen to others empathic

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with the help
of these four components:

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Observation,

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Feelings,

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Needs and Request.

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Concerning feedback is necessary

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to have a few clear rules in mind.

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This applies to both:
giving and receiving feedback.

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Once a conflict exists,
it's rarely resolves itself.

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Conflict management requires
a clarifying discussion.

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This discussion usually proceeds
in five typical conflict faces:

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Kick-off, Self-Declaration,
dialogue, solution and closing.

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And always think
about the wolf and the giraffe.

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Exercises.

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The exercises
for this video lecture

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are in the Trainer's Guide
and the PowerPoint file.

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Thank you a lot for your attention.

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[ELECTRONIC MUSIC]

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LTA - LiveTextAccess.

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Universitat Autònoma de Barcelona.

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00:20:46,360 --> 00:20:50,680
SDI - Internationale Hochschule.

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00:20:50,720 --> 00:20:55,320
Scuola Superiore
per Mediatori Linguistici.

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00:20:55,360 --> 00:20:58,240
ZDF Digital.

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00:20:58,280 --> 00:21:02,800
The European Federation
of Hard of Hearing People - EFHOH.

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00:21:02,840 --> 00:21:06,920
VELOTYPE. SUB-TI ACCESS.

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00:21:06,960 --> 00:21:12,840
European Certification and
Qualification Association - ECQA.

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00:21:15,840 --> 00:21:20,800
Co-funded by the Erasmus+ Programme
of the European Union.

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00:21:20,840 --> 00:21:36,400
Erasmus+ Project:
2018-1-DE01-KA203-004218.

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The information and views
set on this presentation

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are those of the authors
and do not necessarily reflect

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00:21:45,120 --> 00:21:48,440
the official opinion
of the European Union.

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00:21:48,480 --> 00:21:52,960
Neither the European Union
institutions and bodies

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00:21:53,000 --> 00:21:59,040
nor any person acting on their behalf
may be held responsible for the use

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00:21:59,080 --> 00:22:03,720
which may be made
of the information contained here.