1 38 National Youth Council of Ireland HOW DO WE DO IT? INTRODUCTION Component 5 introduces volunteers to the nuts and bolts of youth work practice. Having been introduced to the role of the volunteer in Component 1, this component provides the volunteer with an opportunity to explore leadership styles and skills and to identify their own leadership styles and skills. This component introduces volunteers to a practical, basic five-step programme planning framework which will enable them to plan any youth work activity or programme effectively. Additionally, this component volunteers to the importance of verbal and non-verbal communication skills when working with young people as well as introducing them to basic team work skills. This component also explores key aspects of working with young people in groups and includes the basic stages of group development, contracting with young people in groups and a code of conduct. Furthermore, component 5 introduces volunteers to relevant organisational policies and procedures and provides them with the core skills to set up and run a committee. At the end of this component learners will be able to: Demonstrate appropriate leadership styles and skills when working directly with young people. Implement a five-step approach to basic programme planning. Demonstrate a range of effective verbal and non-verbal communication skills. Participate in team-based activities. Develop a group contract with young people. List the range of policies available within the organisation. Clearly identify who to refer to in the organisation in the event of an issue arising. Work as part of a committee.
2 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 39 OVERVIEW CORE CONTENT LEARNING OUTCOMES MATERIALS INCLUDED Styles of Leadership: Leadership styles and skills. Learners will be able to: Demonstrate appropriate leadership styles and skills when working directly with young people. Factsheet on styles of leadership. Factsheet on leadership skills. Worksheet on leadership exercise. Basic Programme Planning Model The APIE Model: Step 1: Assessment (needs assessment) Step 2: Planning Step 3: Implementation Step 4: Evaluation Learners should be able to: Implement a basic programme planning model. Factsheet on the APIE model for programme planning. Basic exercises on planning an activity for a youth club/project. Sample of basic programme/activity ideas, materials, websites etc. (See appendix 1) Sample of basic evaluation methodologies. Team Work, Communication & Listening skills: Verbal and non-verbal communication and listening skills. Basic team work skills. Learners will be able to: Demonstrate a range of effective verbal and nonverbal communication skills. Participate in team-based activities. Factsheet on effective communication skills. Factsheet on effective listening skills. Practical worksheets and exercises to explore communication and team work skills. Working with Young People in Groups. Basic stages of group development. Contracting with young people. Code of conduct for young people. Learners will be able to: Develop a group contract with young people. Basic factsheet on the stages of group development. Worksheet on guidelines for developing a group contract with young people.
3 40 National Youth Council of Ireland CORE CONTENT Organisational policies & procedures For working with young people e.g. Health and safety policy. Child protection policy. Anti-bullying policy. Equality policy. Insurance policy. Volunteer management policy/procedures (i.e. reporting procedures for volunteers, conflict. management, support etc; Drug and alcohol policy. Others as relevant to each organisation. LEARNING OUTCOMES Learners will be able to: List the range of policies available within the organisation. Clearly identify who to refer to in the organisation in the event of an issue arising. MATERIALS INCLUDED Organisational information on policies and procedures in place. Listing of relevant policies and procedures. Key contacts in relation to policies and procedures. Setting up a Committee: Adult and/or youth committees Committee roles; Committee procedures e.g. Running a meeting. Agendas. Minutes. Decision-making. Learners will be able to: Work as part of a Committee. Committee role descriptions. Factsheets on setting agendas, minute taking etc. Templates for agenda and minutes. Exercises on decisionmaking in meetings.
4 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 41 WORKSHEET MY IDEAL LEADER 15 Identify and name a leader that you admire. List the characteristics or traits that make him/her a good leader. MY IDEAL LEADER Discussion questions: What are the important characteristics or traits of a good leader? Why are these characteristics/traits important and what impact do they have on others? How do these characteristics relate to our work as volunteers? 15 Adapted from National Association of Travellers Centres Youth Work Training Pack.
5 42 National Youth Council of Ireland FACTSHEET: LEADERSHIP STYLES (1) Option 1: Lewin s Leadership styles 16 Autocratic What are Style the benefits of our relationship with these agencies? Democratic Style Autocratic leaders make decisions without consulting their teams. This is considered appropriate when decisions genuinely need to be taken quickly, when there s no need for input, and when team agreement isn t necessary for a successful outcome. Democratic leaders allow the team to provide input before making a decision, although the degree of input can vary from leader to leader. This type of style is important when team agreement matters, but it can be quite difficult to manage when there are lots of different perspectives and ideas. Laissez-faire Style Laissez-faire leaders don t interfere; they allow the team to make many of the decisions. Typically this happens when the team is highly capable and motivated, and it doesn t need close monitoring or supervision. 16 Lewin s Leadership Styles (1930 s). Cited in Mindtools.com. Leadership Styles.
6 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 43 FACTSHEET: LEADERSHIP STYLES (2) Option 2: Leadership styles: Situational approach to leadership: 17 Low Supportive behaviour High SUPPORTING Praise, listen to and facilitate young people EMPOWERING Share or turn over responsibility for decision-making to young people COACHING Direct and support young people DIRECTING Structure, control and supervise young people Low Directive behaviour High 17 Adapted from: Blanchard, K, Zigarmi, P. & Zigarmi, D. (1999). Leadership and the One Minute Manager. Increasing Effectiveness through Situational Leadership. Cited on
7 44 National Youth Council of Ireland FACTSHEET: LEADERSHIP STYLES (3) Option 3: The participative leader: 18 A participative leader seeks to involve young people in the decisionmaking process; therefore ensuring high levels of youth participation. Not participative Highly participative Autocratic decision made by the leader Leader proposes Young people Joint decision Full delegation of the decision, propose the with young decision-making listens to decision but people as equals to young people feedback from leader has the young people final decision and then decides 18 Adapted from Participative Leadership: styles/participative_leadership.htm
8 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 45 FACTSHEET: EFFECTIVE LEADERSHIP The main tasks of the youth leader: Programme: 1. Identify the needs and interests of the young people. 2. Identify resource persons to help leaders/young people to develop programmes (e.g. arts and crafts tutors etc). 3. Assist members to design, plan and implement activities/ programmes which meet their needs and interests. 4. Encourage and assist young people in the implementation of the programme. 5. Evaluate the programme with young people on a regular basis. Teamwork: 6. Promote teamwork by ensuring that leaders and young people are clear about their roles and responsibilities. Communication: 7. Ensure that communication is open that appropriate strategies exist for decision making and problem-solving. Training: 8: Identify and address the training needs of leaders on a regular basis. Safety: 9. Ensure that the group s premises, transport and equipment are safe. 10. Ensure that sufficient help is available for activities to be run on a way that facilitates fun, learning and safety.
9 46 National Youth Council of Ireland Community Links: 11. Develop and maintain links with other groups voluntary and statutory in the community. 12. Liaise with parents and promote their active involvement as appropriate in the group. Administration: 13. Be familiar with proper administration procedures and ensure that they are implemented in the group. Purpose: 14. Ensure that young people and leaders know the purpose of youth work, their organisation and their group New Leaders: 15. Identify potential leaders among the young people/other sources and when recruited ensure they receive appropriate training and support.
10 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 47 WORKSHEET: EFFECTIVE LEADERSHIP What I am; What I know; What I do. Complete the circles: 2. What I know What do I know e.g. tasks, roles and responsibilities? 1. What I am What are my beliefs and values? An effective leader 3. What I do What do I do e.g. what is my role?
11 48 National Youth Council of Ireland WORKSHEET: EFFECTIVE LEADERSHIP IF I AM TO BE A GOOD LEADER IN THE CLUB, I NEED TO FEEL: (Please number from 1 to 10 in order of importance to you no.1 being the most important). I need to feel that I am doing something useful on the club night. People like me Members Leaders The club is doing good for the young people. The young people are developing within the club. Other leaders listen to my opinion. The other leaders appreciate my contribution. The leader group respect each other and can work well together. There will be no arguments in the leader group. That we can challenge each other. Other (specify)
12 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 49 FACTSHEET: APIE A BASIC PLANNING MODEL 19 (Assessment, Planning, Implementation, Evaluation) 1. Assessment (Needs Assessment) 4. Evaluation 2. Planning 3. Implementation (Activities & Programmes) 19 Adapted from: Copyright Student Youth Work Online. All rights reserved.
13 50 National Youth Council of Ireland ELEMENTS OF THE MODEL WHAT YOU NEED TO CONSIDER Assessment (Needs Assessment) Easily the most thorough part of this model. Think about the young people you intend to work with. How old are they? What kind of social issues are important to them? What are the major blocks in their lives? What is the surrounding environment like? What kind of norms can you assess in the community? Have you considered factors such as gender/class/ethnicity/disability/sexuality/ religion in your assessment? Are there problems or oppressive structures you wish to challenge? What are your professional values in this matter? Planning What do you plan to do? How will the above assessment factors assist/hinder you in your project/activity? What considerations will you need to make? Implementation What kind of work will you do? What are your delivery methods? How long will this project take? Do you need to raise money? How are young people involved in the planning and delivery? What staff will be working with you? What resources will you need? Evaluation How will you measure the success of the work? How will young people relate their anxieties/learning points/successes in an environment conducive to them having confidence? How will you consider recommendations for change? Will you involve the input of other staff in evaluating your work? How do you measure learning?
14 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 51 FACTSHEET: APIE A PRACTICAL EXAMPLE OF PLANNING A FAMILY MEAL 1. Assessment (Needs Assessment) What do the members of the family want to eat? What is nutritionally good for them? 2. Planning 4. Evaluation Ask everyone what they thought about the meal marks out of 10. Check for empty plates/ full plates/people asking for another helping. Use the feedback to improve the next meal. What is going to be on the menu? What do we already have in the fridge/cupboard? What else do we need/ can we afford to buy? Any special offers in the shops? 3. Implementation Who will do what and when? Who is going to do the shopping/ pay for the food and when? Who is going to cook the meal and when? Who is going to lay the table? Who is going to do the wash-up and when? What needs to happen so that the meal is cooked and served up on time for the family?
15 52 National Youth Council of Ireland 1. ASSESSMENT (Needs Assessment)
16 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 53 FACTSHEET: 1: WHAT DO YOUNG PEOPLE NEED/WANT? WHAT IS A NEEDS ASSESSMENT? Needs assessment is a way of asking members of a group or community what they see as their most important needs. 20 Needs assessment is a problem identification process that looks at the difference between what is and what should be for a particular situation or target group. 21 The process of needs assessment should be an ongoing one. Within a youth organisation, club or project, needs change from one group to the next, and from one day to the next. While it would be impossible to assess the needs of all target groups on a daily basis, no programmes or interventions of any kind should be planned or implemented without prior needs assessment. For the most part, the needs of target groups should be assessed prior to, during, and after any programme or intervention. Assessing the needs of any individuals and groups should be informed by the following key questions: 22 What do we want to know? Why do we want to know this? How can we find out this information? What methods can we use? What are we going to do with the information when we obtain it? What scope is there to act on this information? How can we find out what young people need/want? Simple needs assessment methods include: A suggestion box where young people can put their suggestions for what they would like to do in the club/project. A short questionnaire. Group discussion with young people about what they would like to do in the club/project. Focus groups Adapted from: 22 Adapted from Niadoo & Wills (2000). Health Promotion - Foundations for Practice. Bailliere Tindall: London.
17 54 National Youth Council of Ireland WORKSHEET: 1: WHAT DO YOUNG PEOPLE NEED/WANT? CARRYING OUT A NEEDS ASSESSMENT WITH YOUNG PEOPLE You are preparing to carry out a needs assessment with the young people you work with. Discuss the following questions: What do we want to know? Why do we want to know this? How can we find out this information? What methods can we use? What are we going to do with the information when we obtain it? What scope is there to act on this information?
18 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 55 WORKSHEET: IDENTIFYING YOUNG PEOPLES NEEDS AND INTERESTS WHAT ARE JOE/JOANNE S NEEDS AND INTERESTS? 23 On a flipchart draw a large human shape above which write the name Joe/Joanne. Ask the group what do they want Joe/Joanne to get out of the youth club/project? This can be brainstormed and added to your flipchart drawing or alternatively the group can be divided in two with one group looking at what Joe (boy) would want from a youth club, the second looking at Joanne (girl)! Each group is given an outline of their character on a flipchart page to fill in and feed back to the wider group. Examples of feedback may be that young people need: stimulation, safety, belonging, friends, fun, involvement in activities etc. 23 Adapted from Ógra Chorcaí Volunteer Training Materials
19 56 National Youth Council of Ireland 2. PLANNING
20 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 57 FACTSHEET: PLANNING What is planning? Planning is the preparation for actions using certain resources in certain ways to attain specific goals. 24 Planning is preparing a sequence of action steps to achieve some specific goal. A plan is like a map. When following a plan, you can always see how much you have progressed towards your project goal and how far you are from your destination. Knowing where you are is essential for making good decisions on where to go or what to do next. What is programme planning? Programme planning is the process of defining the programme, articulating the rationale, establishing measurable aims and objectives, identifying the process, selecting appropriate strategies and defining specific actions for programme implementation. 25 Why plan? 26 A planned programme (whether short-term or long-term) is central to identifying and delivering activities that meet the needs of young people. A planned programme is essential if you wish to: Involve the young people in decision-making and sharing of responsibilities. Plan ongoing or major events. Generate enthusiasm about and within the group. Ensure that the group remains in existence and continues to develop. Ensure that activities and events are run in a safe and effective manner. Monitor and evaluate the outcomes for young people as a result of participating in the group. 24 National Youth Health Programme (1999). Health Promotion in Youth Work Settings A Practice Manual 25 National Youth Health Programme (2006). Health Promotion in Youth Work Settings 26 Adapted from National Association of Travellers Centres Youth Work Training Pack
21 58 National Youth Council of Ireland FACTSHEET: TYPES OF PLANNING AND DEFINITIONS 27 Strategic Planning Is a long term plan for action which considers current circumstances and future activities. Tactical Planning Involves planning the steps necessary to implement a strategic plan. Recurrent Planning Is the planning of regular programmes or cycles of work. Project Planning Is the planning of a specific piece of work. Operational Planning Is the planning of specific pieces of work with a specific time frame. Day-to-Day Planning Involves planning work on a daily basis and evolves from other more long term plans. Contingency Planning Involves planning for when things go wrong. 27 National Youth Health Programme (1999). Health Promotion in Youth Work Settings A Practice Manual
22 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 59 FACTSHEET: THE PLANNING PYRAMID: LONG-TERM, MEDIUM-TERM AND SHORT-TERM PLANNING 28 LONG-TERM Annual Events ANNUAL EVENTS Exchanges National & Regional Events Requires Commitment Will usually involve a small number MEDIUM-TERM Monthly Events MONTHLY EVENTS Interclub Activities & Internal Club activities Will involve most members Requires a decision and commitment in advance SHORT-TERM Weekly Activities ROUTINE ACTIVITIES In youth club on a weekly basis Available for everyone on a take it or leave it basis Social interaction 28 National Association of Traveller Centres Youth Work Training Pack
23 60 National Youth Council of Ireland FACTSHEET: A CHECKLIST FOR HOW TO PLAN A PROGRAMME WHEN PLANNING A PROGRAMME OR ACTIVITY FOR YOUNG PEOPLE, CONSIDER THE FOLLOWING: 29 What kind of programme/activity are we planning? What are our aims? What are we hoping to achieve? How can we consult our members? What are their interests or wishes? Time & plan your activities. Encourage the young people to get involved in the planning. Follow the plan, while at the same time allowing for flexibility to respond to group needs have a plan B just in case! When the plan goes awry keep everyone safe! Evaluate. What worked well? What would we do differently next time? Why? When it all goes pear shaped, which it will from time to time, remember no one gets it right all the time. 29 Adapted from Ógra Chorcaí Volunteer Training Materials
24 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 61 FACTSHEET: WHAT MAKES A GOOD PROGRAMME? 30 Variety; Offers something to all the young people. Brings life to club/ project. Keeps young people interested & enthusiastic. New Experiences; Offers the young people a chance to do something new that they might otherwise not experience. Ask the young people to identify what they would like to do. Participation; Involve members in the planning and running of the club/project. This builds ownership & trust among members. Challenge; Work to a deadline e.g. put on a show, organise a fundraising activity etc. Provide competitions (either at home or through central events). Try a new and challenging project. Develop new skills through exposure to new people and experiences. FUN Young people will vote with their feet and keep coming if they are having fun! If the club programme doesn t allow for having a laugh, young people will not come back! 30 Adapted from Ógra Chorcaí Volunteer Training Materials
25 62 National Youth Council of Ireland FACTSHEET: STEPS IN PROGRAMME PLANNING Context: Who are we catering for? What are their needs/interests? What age group? Mixed/single sex 2. Objectives: What do we want to achieve? What do we hope the young people will achieve? 3. Resources: Who? Where? How? When? What? How much? 4. Activities: What activities are the most appropriate and valuable? 5. Running the programme: What resources do we need? Who will do what? Do we need a budget? 6. Evaluation: Are we achieving what we set out to achieve? Do we need to make any changes? 31 Adapted from Ógra Chorcaí Volunteer Training Materials
26 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 63 WORKSHEET: PROGRAMME PLANNING Using one of the planning templates provided in this section, plan a club/project session taking account of the following: Who is the target group? What are their interests/needs? (How do we find this out?) What are our resources? What time have we available? What activity(s) are we going to run? What do we want to achieve? Who will do what? How will we know it worked?
27 64 National Youth Council of Ireland FACTSHEET: STEP 2: HOW DO WE ORGANISE THE ACTIVITIES? (ACTION PLANNING) Two planning templates are provided to assist with organising youth club/project activities as follows: Note: Either of these planning templates can be used for short, medium or long-term planning for club or project activities. These templates can be adapted and used accordingly. 1. Planning a Club/Project Session (option 1) Time Activity What are we trying to achieve?
28 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 65 Resources Who is responsible for what? How will we know the activity worked?
29 66 National Youth Council of Ireland 2. Planning Template (option 2) What? Where? When? How?
30 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 67 Who? What are we trying to achieve? How will we know it worked?
31 68 National Youth Council of Ireland 3. IMPLEMENTATION
32 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 69 FACTSHEET: STEP 3: IMPLEMENTATION WHAT DOES THE TERM IMPLEMENTATION MEAN? Implementation is about action, it is about the programmes, activities and interventions put in place to meet the needs of your target groups. 32 Implementation is the carrying out, execution or practice of a plan. It is the action that follows the planning stage in order for something to actually happen. Steps to implementing a programme/activity with young people: 1. Ensure that you have identified young peoples needs and wants (Step 1). 2. Make sure you have your plan written up (Step 2). 3. Prepare the space where you will work with young people. 4. Agree a basic contract with the young people (see component 5: Contracting with young people). 5. Take action implement your programme/activity with young people using a varied set of methodologies to maintain interest and motivation in the group. See Appendix 1 for a listing of useful materials and websites that will provide lots of ideas for programme ideas, activities and creative ways of working with young people which can be used to implement successful programmes. Any programme/activity may be broken down into sessions that are manageable to deliver in your club/project. You should encourage young people to be involved in every stage of implementing the programme/activity, including reflection and discussion on how the programme is working in practice. Occasionally, the process may need to take account of unforeseen issues and move in a direction that is not part of the original plan. Changes should be negotiated and agreed with the young people National Youth Health Programme (1999). Health Promotion in Youth Work Settings A Practice Manual 33 Youthwork Northern Ireland, Curriculum Development Unit. Curriculum Development: A Model for Effective Practice.
33 70 National Youth Council of Ireland 4. EVALUATION
34 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 71 FACTSHEET: STEP 4: WHAT IS EVALUATION? Evaluation is the systematic and structured process of reviewing an experience. Evaluation is the process of appraising and assessing work programmes/activities. 34 WHAT ARE THE STAGES OF EVALUATION? Designing your Evaluation Deciding what to evaluate and how to collect, record and use evidence. 2. Carrying out your evaluation Putting decisions into action and collecting evidence. 3. Analysing your results Drawing conclusions. 4. Presenting your results Telling others about your work. WHAT DO YOU EVALUATE? 36 Everything including: Knowledge Skills Attitudes Behaviour Reactions to the Programme itself 34/35/36 National Youth Health Programme (1999). Health Promotion in Youth Work Settings A Practice Manual
35 72 National Youth Council of Ireland FACTSHEET: STEP 4: BASIC EVALUATION METHODS SIMPLE WAYS TO EVALUATE A PROGRAMME/ACTIVITY WITH YOUNG PEOPLE What worked well and why? Ask young people What did not work well and why? What would you like to change about the programme/ activity See sample evaluation forms provided in this section Use a simple evaluation form Field of faces Use a simple fiend of faces handout whereby young people can circle how they are feeling after the session i.e. happy, sad, curious, interested etc Provide young people with a card/paper and pen. Secret comment Ask them to write a few sentences about how they experienced the activity or programme and provide them with a post box (box of any kind) where they can post their secret comment. Vote with your feet Put up large flipchart pages around the room with key evaluative words on them (one word on each flipchart e.g. Poor, Good, Very Good, Enjoyable, Informative, Boring etc...) Ask young people to vote with their feet i.e. to go to the flipchart with the work that best describes how they experienced the programme/activity and to state why?
36 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 73 STEP 4: SAMPLE DAILY EVALUATION FORM DAILY EVALUATION FORM 37 Name of programme/session: Date: 1. What did you enjoy most about today? 2. What did you learn during today s session? 3. Was there anything you did not understand during today s session? 4. What is the most valuable thing you learned today (knowledge/ skills/attitudes)? 5. What other comments do you have? Thank you. 37 Adapted from:
37 74 National Youth Council of Ireland WORKSHEET: TEAM WORK BUILDING A MODEL A TEAM WORK ACTIVITY 38 Materials required Prepared model made of Lego Enough Lego to make an exact replica of this (per team) A separate space to keep the model out of sight from group Facilitator s Preparation Before the group starts, build something using the Lego! Yes, this is work! Make it as weird and wonderful as you can! Instructions Divide the group into teams of five or so. Tell the group that they must build an exact replica of a model made of Lego that you have already built and which has been placed outside in the hall/other room. Each team has 10 minutes to replicate the model using only the materials given. The team must nominate one person who can go out to look at the model. Depending on the number of teams you have there may be four or five people huddled around the model trying to memorise the details of it. S/he may not write or take notes. S/he returns to the group to explain how the model is built. S/he will only be able to recall a few details! After s/he returns the team then send the next person out to view the model and return with information. This goes on until all the team have had a chance. 38 Adapted from Ógra Chorcaí Volunteer Training Materials
38 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 75 Alternatively you can play this by leaving the original person nominated. Do it both ways and see which works best! Finally bring the replica into the room. Invite feedback and discussion on the task using the following questions: What were the groups experiences of the activity? What was the experience like for the nominated person? What was the experience of the rest of the team? What helped the team? What hindered the team? What is the learning from this activity in relation to team work? How can this learning be applied to volunteers working together as a successful team in a club/project?
39 76 National Youth Council of Ireland WORKSHEET: TEAM WORK WHAT IS A TEAM? A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they are mutually accountable. 39 Any definitions of a Team should contain the following elements: Complimentary skills and experience Commitment to shared purpose and goals An Effective Team A common approach Strong individual and mutual accountability 39 Katzenbach, J.R. & Smith, D.K. (1993). The Wisdom of Teams: Creating the High-performance Organization. Boston: Harvard Business School
40 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 77 WORKSHEET: TEAM WORK CHARACTERISTICS OF A GOOD TEAM Everyone participates actively and positively in meetings and projects. Team goals are understood by everyone. Individual members have thought hard about creative solutions to problems. Members are carefully listened to and receive thoughtful feedback. Everyone takes initiative to get things done. Each member trusts the judgement of the others. The team is willing to take risks. Everyone is supportive of the project and of others. There is plenty of communication between team members. Team decisions are made using organised and logical methods. Full team acceptance is expected as decisions are made. Dissenting opinions are recorded, and may be revisited if future situations dictate. Team goals are given realistic time frames. Everyone is focused on the ultimate goal of the project, while also digging into the underlying details.
41 78 National Youth Council of Ireland WORKSHEET: TEAM WORK CHARACTERISTICS OF A GOOD TEAM MEMBER Works for consensus on decisions. Shares openly and authentically with others regarding personal feelings, opinions, thoughts, and perceptions about problems and conditions. Involves others in the decision-making process. Trusts, supports, and has genuine concern for other team members. Owns problems rather than blaming them on others. When listening, attempts to hear and interpret communication from other s points of view. Influences others by involving them in the issue(s). Encourages the development of other team members. Respects and is tolerant of individual differences. Acknowledges and works through conflict openly. Considers and uses new ideas and suggestions from others. Encourages feedback on own behaviour. Understands and is committed to team objectives. Does not engage in win/lose activities with other team members. Has skills in understanding what s going on in the group.
42 Starting Out A National Induction Training Programme for Volunteers engaged in Youth Work Practice 79 WORKSHEET: COMMUNICATION AND LISTENING SKILLS SCENE OF THE ACCIDENT A COMMUNICATION ACTIVITY 40 Facilitator s Notes: Explain to the group that they are going to play a game about reporting an accident. Everyone is going to leave the room except for you & one volunteer. You are then going to tell the first volunteer about the accident you have just seen. You tell A what you saw & ask him/her to pass on the information. A then passes it on to B who passes it on to C. Each time the information is passed on ask the people now in the room to silently note in their heads what gets left out. The Accident: I just saw an accident and the Gardaí are coming but I just can t wait. I ve got to open the youth club. Listen carefully, I saw it all. I was standing at the side of the road, the lights were changing colour and a car came straight through the lights at 40 miles an hour. Three girls were running across the bridge talking and laughing. They stepped straight out onto the road without looking. The car hit one of them and she fell hitting her head and cutting her leg. The other two fell over her. One hurt her ankle and the other her wrist. The ambulance has just taken one of them away and we are waiting for the Gardai. It s 15 minutes since it happened. Facilitators Note: See how near to the original story the last report is. Don t go back over where the mistakes were made, just highlight the fact that they happened. 40 Adapted from Ógra Chorcaí Volunteer Training Materials
43 80 National Youth Council of Ireland Feedback & Discussion: What was the group s experience of doing the activity? Did they find it easy or difficult to retain the information? What helped and hindered them in retaining the information? How did they feel when others made mistakes or provided inaccurate information? What can we learn from this activity about communication? How can we apply this learning to our work as volunteers? FACTSHEET: SOME BLOCKS TO GOOD COMMUNICATION 41 Ordering just shut up & do it. Threatening If you do that one more time then. Blaming You should know better. How could a child of mine do that? Putting people down Can you do anything right? Name calling You re so clumsy. You ought to be ashamed of yourself. 41 Ógra Chorcaí Volunteer Training Materials
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Role Plays for Teacher Classroom Management Collaboration, Workshop 1 After Vignette #4 Making connection with quiet child Practice making a connection with a child who is quiet, shy, or sad. Think about
Team Brief Guidelines CONTENTS Introduction What is team briefing? The benefits of team briefing The team briefing process The team briefing calendar Guidelines for managers with a responsibility for delivering
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HOW TO RUN A NATIONAL SKILLS WEEK EVENT In order to run a successful event it is essential that you carefully plan and prepare it. This guide will give you some advice on elements to consider when planning
school resource CREATE THE DEBATE welcome The Create the Debate pack has been produced by Parliament s Education Service with help from the UK Youth Parliament and BBC Three s Free Speech. This easy-to-use,
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FAMILY SUPPORT NETWORK RESOURCE PACK REFLECTIVE EXERCISES & TOP TIPS for Peer Led Family Support Groups April 2010 Introduction This resource pack is for members of family support groups and family support
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Vice President Education CLUB OFFICER TRAINING TOASTMASTERS INTERNATIONAL P.O. Box 9052 Mission Viejo, CA 92690 USA Phone: +1 949-858-8255 Fax: +1 949-858-1207 www.toastmasters.org/members 2015 Toastmasters
Facilitating Adult Learning How to Teach so People Learn Prepared by: Dr. Lela Vandenberg Senior Leadership & Professional Development Specialist 11 Agriculture Hall East Lansing, MI 48824-1039 (517) 353-1898
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Age 9 11 Key Stage 2! BULLYING Series Producer: Henry Laverty Spring 2001 Friday 12.10-12.30 p.m. from 19 January to 2 March Transmission: Friday 16 & 23 January Summer Term: Tuesday 22 May Summer 2001
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The Human Touch Performance Appraisal II T raining Leader s Guide Coastal Training Technologies Corp 500 Studio Drive Virginia Beach, VA 23452 2000 Coastal Training Technologies Corp. All rights reserved.
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And Organization Building GOALS By the end of this module, participants should be able to understand: The concept of self-interest and how it is used to recruit and retain volunteers. The Six-Step Process
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