THE IMPORTANCE OF GOOD 4.
Growth - communication can be viewed both
COMMUNICATION IN THE WORKPLACE
 Good communication is an essential tool
in achieving productivity and maintaining
strong working relationship at all levels of
an organization.
 Employees who invest time and energy
into delivering clear lines of communication
will rapidly build trust among employees,
leading to increases in productivity, output
and morale in general.
 Meanwhile, employees who communicate
effectively with colleagues, managers and
customers are always valuable assets to
an organization and it is a skill which can
often set people apart from their
competition when applying for jobs.
 Poor communication in the workplace will
unsurprisingly lead to unmotivated staff
that may begin to question their own
confidence in their abilities and certainly in
the organization.
Five Key Reasons Why You Need To Work
On Good Communication:
1. Team Building - building effective teams is
really all about how those team members
communicate and collaborate. By implementing
effective strategies such as those listed below,
to boost communication you will go a long way
toward building effective teams. This, in turn,
will improve morale and employee satisfaction.
2. Give Everyone a Voice - as mentioned
above, employee satisfaction can rely a lot on
their having a voice and being listened to,
whether it be in regards to an idea they have
had or about a complaint they need to make.
Well established lines of communication
should afford everyone, no matter their level,
the ability to freely communicate with their
peers, colleagues and superiors.
3. Innovation - where employees are enabled
to openly communicate ideas without fear of
ridicule or retribution they are far more likely to
bring their idea to the table. Innovation relies
heavily on this and an organization which
encourages communication is far more likely to
be an innovative one.
internally and externally. By being joined up
internally and having strong lines of
communication you are ensuring that the
message you are delivering externally is
consistent. Any growth project relies on strong
communication and on all stakeholders,
whether internal or external, being on the same
wavelength.
5. Strong Management - when managers are
strong communication, they are better able to
manage their teams. The delegation of tasks,
conflict management, motivation and
relationship building (all key responsibilities of
any manager) are all much easier when you are
a strong communicator. Strong communication
is not just the ability to speak people but to
empower them to speak to each other --
facilitating strong communication channels is
key.
Key Areas Where Organizations Can
Improve And Enhance Communication
Between Their Teams:
 Define goals and expectations.
- managers need to deliver clear,
achievable goals to both teams and
individuals, outlining exactly what is
required on any given project, and ensuring
that all staff are aware of the objectives of
the project, the department and the
organization.
 Clear deliver your message.
- ensure your message is clear and
accessible to your intended audience. To
do this, it is essential that you speak plainly
and politely -- getting your message across
clearly without causing confusion or
offence.
 Choose your medium carefully.
- once you’ve created your message,
you need to ensure it’s delivered in the
best possible format. While face-to-face
communication is by far the best way to
build trust with employees, it is not always
an option. Take time to decide whether
information delivered in a printed copy
would work better than an email or if a
general memo will suffice.
 Keep everyone involved.
- ensure that lines of communication are
 kept open at all times. Actively seek and
encourage progress reports and project
updates. This is particularly important when
dealing with remote staff.
 Listen and show empathy.
- communication is a two-way process
and no company or individual will survive
long if it doesn’t listen and encourage
dialogue with the other party. Listening
shows respect and allows you to learn
about any outstanding issues you may
need to address as an employer.
Using the DISC Model in Communication
 DISC is an acronym for the four personality
styles that make up the DISC model of
behavior as we know them today:
Driver (D)
Influencer (I)
Supporter (S)
Controller (C)
CREATIVITY AND DECISION-MAKING
 Creativity is a cognitive process in
developing an idea, concept, commodity,
discovery that is viewed as novel by its
creator or target audience.
 In context of business, it is means creation
of new ideas, new methods, new products,
and services.
 Creative Decision-Making is a process of
exploring wider range of option and
possibilities in forming a decision.
Why is creativity important parts of
decision-making?
 It opens up possibilities for new marketing
technique, rebranding, and innovative ways
to keep a product in front of public.
 It encourages in looking many option or
possible solutions to a problem rather than
simply focusing on what has worked
previously.
Steps in Creative Decision-Making:
1. Understanding the problem.
2. Learning all relevant information.
3. Brainstorming new possibilities.
4. Reviewing new ideas.
5. Implement the change.
Different Creative Approach to Problem
Solving:
1. There is always a better way of doing things.
2. Problems have diverse perspective.
3. Things should not be taken for granted.
4. There is always a room for improvement.
5. Managers should not be afraid of failures.
Creativity process requires the following:
1. Convergent Thinking - the problem is hold
according to pre-defined method or course of
action.
2. Divergent Thinking - it does not solve the
problem in pre-defined way. Basically, it
analyzes different aspects of a problem, views
in different ways, and searches for alternative
courses of action to solve the problem.
Five Characteristics that Leaders Have in
Common:
1. Perseverance in the face of obstacles and
adversity.
2. Willingness to take risks.
3. Willingness to grow and openness to
experience.
4. Tolerance of ambiguity.
5. Effective use of analogy to apply a known
situation to an unknown situation.
INTUITIVE DECISION-MAKING
 Intuition is a form of non-conscious, non-
verbal, non-deliver thinking that allows us
to make quick and seemingly instinctive
judgment and decisions.
 Describe as gut feeling or a sense that
something is true without necessarily being
able to explain why.
 It is also the ability to acquire knowledge
without recourse to conscious, reasoning,
or needing an explanation.
 Intuitive Decision-Making is very
important tool for managers, allowing them
to make quick and accurate decisions even
in complex or uncertain situations. It is
based on:
- Instinct
- Gut feeling
- Unconscious knowledge
Benefits of Intuitive Decision Making:
1. Speed - intuitive decision making is a fast
and automatic process that allows individuals to
make quick decision in fast-paced and dynamic
environments.
2. Flexibility - intuition is based on previous
experiences and learned patterns, allowing
individuals to adapt quickly to new and
changing situations.
3. Ease Of Use - intuition is an unconscious
and non-verbal process that requires no formal
training or expertise.
4. Effective in Uncertain Situations - intuition
can be particularly valuable in uncertain or
ambiguous situations where there is no
straight-forward right or wrong answer.
5. Complementary to Other Forms of
Reasoning - intuition can be used in
conjunction with other forms of logic and
analysis, such as critical thinking and
systematic problem solving.
6. Enhances Creativity - intuition can lead to
innovative and creative solutions by
encouraging individuals to think outside the box
and consider unconventional approaches.
Problems with Intuitive Decision Making:
1. Bias - lead decisions that are not objectively
accurate. This can result in a narrow-minded
approach and can limit the ability to consider
alternative perspectives and options.
2. Inaccuracy - can lead to incorrect decisions.
3. Overconfidence - can lead to poor decision
making and a lack of awareness of potential
risks and consequences.
4. Emotional Influence - can cloud judgment
and lead to decisions that are not in line with an
individual’s goals and objectives.
5. Limited Consideration - can result in
decisions that need to be better thought out
and may not be optimal.
Models of Intuitive Decision Making:
1. The Recognition-Primed Decision (RPD)
Model - individuals first recognize their situation
and then instinctively generate a set of potential
solutions based on previous experiences.
Developed by Gary Klein.
2. The Deliberation-Without-Attention (DWA)
Model - intuition results from unconscious and
parallel information processing alongside
conscious analysis. Developed by Gerd
Gigerenzer.
3. The Adaptive Unconscious Model -
individuals can unconsciously recognize
patterns, processing information, and make
decisions based on previous occasions, even in
complex situation.
4. The Dual Process - decision making results
from two parallel processes:
Unconscious process, referred to as
intuition, operates quickly and
automatically.
Conscious process, referred to as
reasoning, operates deliberately
and systematically.
Ways to Improve/Enhance your Intuitive
Decision Making:
1. Gain expertise and experiences.
2. Reflect from past experiences.
3. Seek feedback.
4. Practice mindfulness and self-awareness.
5. Use data and analytic.
6. Stay informed.
Two Distinct Approaches to Making
Decisions:

1. Rational Decision Making - is a deliberate,

systematic, and logical processes based on
conscious analysis and evaluation of available
information.

2. Intuitive Decision Making - is a fast and

automatic process based on unconscious
knowledge, previous experiences, and learned
patterns.

Examples of the Use of Intuitive Decision

Making in the Workplace:

1. Hiring Decisions
2. Prioritizing Tasks
3. Problem Solving
4. Evaluating Risks
5. Adapting to Change