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Career
Connection
of Western
Nebraska

Career Connec ons of Western Nebraska

Shelby Bock, Jaden Ferguson, Atsuki Hayama,

Chase King, Brinley Merwick, Rebecca Zeleski

SPCH 452 Advanced Organiza onal Communica on

Dr. Ti ani Luethke

Fall 2023
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Table of Contents

Project Descrip on 3

Overall Strengths 5

Opportuni es for Growth 7

Socialization Process 13

Decision Making Process 17

Con ict Management 21

Organiza onal Change and Leadership Processes 26

Process of Emo on in the Workplace 31

References 38

Appendix A 39

Appendix B 45

Appendix C 48

Appendix D 50

Appendix E 52
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Project Overview
Organizational communication can be described as the channels and forms of

communication of an organization, whether that be internal or external. It can also be described

as “complicated”, as Katherine Miller writes in her text, Organization Communication. Meeting

the demands of effective communication can be arduous and complex being there are several

different facets to communication. Such obstacles may even require outside consultation for

analysis and interpretation, which is exactly what this project demonstrates.

Through a partnership between Civic Nebraska and The University of Nebraska at

Kearney, we were presented with the opportunity to work with Career Connections of Western

Nebraska. Throughout the semester we, students in Advance Organizational Communication,

were tasked with learning about organizational communication skills, analyzing our

organization's current organizational communication skills, and providing recommendations

where they could improve their communication skills based on our learning.

Our group, The Savvy Six, is made up of six members, both graduate and undergraduate

students studying different forms of communication at the University of Nebraska at Kearney.

We were solely in charge of conducting meetings between ourselves and Career Connections of

Western Nebraska. Brinley Merwick took on the role of being the consultant between our group

and Career Connections and Western Nebraska, she was responsible for communicating Zoom

meetings with Jordan, the main point of contact, sending out weekly surveys, and relaying any

messages Career Connections of Western Nebraska had for us. Other members of the group had

specific jobs they were in charge of weekly, like sending out internal group notifications or

setting up documents for the week.

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Over the 12-week semester, there were six written reports due, each focusing on a

different organizational communication skill. Each report detailed what we had learned about

Career Connections of Western Nebraska through surveys and Zoom meetings. Communication

processes examined over the term of this project included socialization, decision-making,

conflict management, organizational change, and leadership processes, as well as processes of

emotion. With the guidance of Katherine Miller’s textbook Organizational Communication 7th

Edition, the Savvy Six analyzed current processes and practices within Career Connections and

constructed corresponding recommendations to encourage strength and connectivity in their

relationships both internally and externally.

Our final project as a group is to present our cumulative findings to Career Connections

of Western Nebraska and present our recommendations through a presentation. This final report

will have each written report which includes every recommendation, survey responses, and

overall theme for the report. This final report will also give an overview of what strengths were

found within the organization and lastly will give an overview of opportunities for growth within

the organization and what recommendations we, as a group, felt were the most valuable.
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Overall Strengths

While working with Career Connections of Western Nebraska we discovered several

strengths that currently exist within their organization. Despite being in the “infancy” stage of

their organization, they have established effective interpersonal communication that has

contributed to a solid core team, and a passionate workplace environment, and Career

Connections of Western Nebraska has navigated the virtual aspect of their communication well.

Effective interpersonal communication is key in creating a positive emotional workplace

environment. Throughout our survey and Zoom calls with Career Connections of Western

Nebraska, we noticed the recurring theme of strong relationships within their core team. It was

clear early on that they excel in interpersonal communication, allowing for effective and

meaningful connections despite their virtual nature. The organization demonstrates the innate

ability to foster open and transparent dialogue, ensuring that information flows seamlessly

between team members.

We believe that part of the reason Career Connections of Western Nebraska has excelled

in its interpersonal communication is due to the dedication of its core team. The core team is the

backbone of the organization ensuring seamless task completion and operational excellence. The

team’s strength lies in its cohesion, where each member brings their own expertise, partnerships,

and creative solutions. Through the dedication of this core group and collaborative spirit the core

team has created an environment to achieve a common goal, Career Connections of Western

Nebraska has also been able to grow the organization and start to transition out of the early

stages and expand.

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Passion also shines brightly from this core team. Career Connections of Western

Nebraska is a volunteer-based organization. At the heart of Career Connections' continued

success lies an unwavering passion that fuels the organization's every endeavor. The team's

genuine enthusiasm for guiding individuals on their career paths, coupled with a shared

commitment to making a positive impact, creates a driving force that transcends routine tasks.

This passion permeates every level of the organization, instilling a sense of purpose in each team

member. This passion not only sustains the organization's day-to-day operations but also serves

as the catalyst for innovation and adaptability in an ever-evolving landscape.

Lastly, one of the key strengths we found within Career Connections of Western

Nebraska was their ability to navigate the virtual nature of their organization internally. While

many organizations struggled to adapt to the virtual business world, Career Connections of

Western Nebraska seamlessly adapted to the virtual environment, showcasing an exceptional

ability to thrive in a digital landscape. The organization's success in the real world is marked by

its use of technology to facilitate effective communication, collaboration, and service delivery.

Virtual meetings are conducted weekly within the team and monthly and bi-monthly with various

groups. Virtual meetings are conducted with precision, utilizing various platforms to ensure

seamless connectivity. Career Connections of Western Nebraska demonstrated a forward-

thinking approach to career development as well, by offering virtual surveys to partnering

businesses. The organization's proficiency in navigating the challenges of remote work

underscores its adaptability and resilience.

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Opportunities For
Growth
Throughout our time working with Career Connections of Western Nebraska we have

identified areas of weaknesses and opportunities for growth within their organization. Career

Connections expressed internal challenges as well as a lack of organization while communicating

with external partners and stakeholders. Effective communication serves as the lifeblood of any

organization, fostering collaboration, synergy, and shared understanding, and due to the nature of

Career Connections, external communication plays a pivotal role in the success of this

organization. Subsequently, inadequate communication with external partners might result in

missed opportunities, failed collaborations, or weakened relationships, impacting the

organization’s growth potential. The absence of streamlined communication channels or

platforms within the organization hinders the flow of information with external parties.

Additionally, insufficient or irregular updates to partners could lead to confusion or

disengagement, affecting the overall success of initiatives or projects.

Implementing a comprehensive communication strategy is crucial for enhancing

Career Connections of Western Nebraska’s communication and relationships with external

partners. Externally, establishing dedicated liaison roles or contact points for partner

communication can ensure consistency and clarity in interactions. Regular newsletters, progress

reports, or scheduled check-ins can strengthen relationships and maintain alignment with

partners. Moreover, leveraging technology for communication, such as customized partner

portals or shared project management platforms, can facilitate seamless collaboration.

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Insufficient performance action with external partners after initial communication

harbors the potential for missed opportunities, strained relationships, or a loss of trust. The lack

of a structured follow-through plan can result in stalled projects, unmet expectations, or even the

dissolution of partnerships. This weakness can hinder the organization’s ability to leverage

collaborations for mutual benefit or expansion of services.

Developing a comprehensive action plan is crucial. This plan should outline specific

steps and responsibilities post-initial communication. It could include regular check-ins, progress

reports, feedback sessions, or joint evaluations of projects. Creating a feedback loop with

partners allows for continuous improvement and ensures that both parties are aligned in their

goals and expectations. Moreover, establishing key performance indicators (KPIs) and metrics

for partnership success can guide the evaluation process, enabling the organization to measure

the impact and effectiveness of collaborations. Investing in relationship management tools or

customer relationship management (CRM) systems can help track interactions, ensuring timely

follow-ups and fostering stronger partnerships.

Career Connections has the opportunity to significantly enhance its operational

efficiency through the implementation of a proper chain of command and consistent patterns of

communication with external partners. Using the strength of its core team, Career Connections

can maximize internal strengths by assigning specific roles and responsibilities, thus creating

smaller teams within the organization to focus on specific tasks. Formalizing the structure of

these task groups will enhance internal accountability and ensure that all external aspects of

communication are fulfilled.

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In the absence of such a structured framework, the definition of roles and

responsibilities risks further ambiguity, potentially impeding accountability. Moreover, this lack

of a hierarchical structure can impede progress, reduce efficiency, and create delays in achieving

organizational objectives, fostering a climate where responsibilities become unclear and conflicts

among team members and volunteers can arise. The introduction of a hierarchical structure

within Career Connections will cultivate a more organized and productive work environment,

facilitating clearer communication, streamlined operations, and improved outcomes. Defined

hierarchies also facilitate seamless information exchange and expedite decision-making

processes, ensuring timely and effective actions.

Career Connections of Western Nebraska noted their struggles in establishing

organizational goals. Many of their current goals are ambiguous and leave the organization with

overwhelming tasks and no direction. This results in inefficient decision-making and limits the

organization's success. Without a shared vision it is nearly impossible for team members to work

cohesively towards common objectives.

To help aid growth in this area, we suggest implementing SMART (Specific,

Measurable, Achievable, Relevant, Time-bound) goals. These goals should be communicated

transparently across the organization, ensuring alignment and understanding at every level.

Involving stakeholders in the goal-setting process fosters a sense of ownership and commitment.

Regularly reviewing and adjusting these goals based on changing circumstances or feedback is

essential. This adaptive approach allows the organization to stay responsive to evolving needs
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and market dynamics. Additionally, breaking down these overarching goals into smaller,

actionable steps helps in tracking progress and celebrating achievements along the way.

Throughout discussions in meetings and surveys, Career Connections of Western

Nebraska has acknowledged the absence of a structured plan or dedicated resources to address

volunteer burnout within the organization. Recognizing the pivotal role of mental health

resources in fostering a supportive environment, it is imperative for organizations—especially

those engaging in both volunteer and non-volunteer-based programs—to offer support

mechanisms. Providing mental health resources not only helps destigmatize burnout but also

cultivates a healthier and more resilient workforce, thereby enhancing motivation, productivity,

and overall performance within the program.

Supporting and appreciating volunteers in the realm of mental health resources can

significantly impact Career Connections' organizational culture. Initiatives such as Employee

Assistance Programs (EAPs) and peer support programs offer safe spaces for discussing mental

health concerns among professionals and fellow volunteers or employees. Additionally,

workshops, seminars, and tailored training sessions can equip volunteers with strategies to

manage stress effectively and recognize signs of burnout. Volunteer check-ins serve as a

proactive measure, allowing for continuous feedback on volunteer experiences, identifying

potential stress points, and addressing concerns before they escalate. Additionally, establishing

structured employee recognition programs acknowledges the invaluable contributions of

volunteers, boosting morale, and reinforcing a sense of appreciation and value within the

organization.
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Career Connections also faces the challenge of isolation due to predominant online

communication platforms. Social gatherings, such as periodic group outings or retreats, are

favorable in fostering camaraderie among volunteers, especially in an environment heavily

reliant on virtual communication tools like Zoom and Emails. Dissemination of these programs

and resources can be efficiently facilitated through various channels such as flyers, pamphlets,

emails, and newsletters to ensure accessibility and awareness among volunteers and employees.

The existing onboarding approach for volunteers and business partners allows for

inconsistencies that yield differing experiences and knowledge gaps. Such inconsistencies bear

the risk of fostering confusion, operational inefficiencies, or missed collaborative opportunities.

Insufficient onboarding mechanisms may fail to equip volunteers or business partners with

accurate information, consequently leading to underperformance or misaligned expectations.

Utilization of the leader-member exchange model can aid in the development of a

solidified onboarding process to reduce risk of confusion, operational inefficiencies, or missed

collaborative opportunities. The first step is role taking where a newly acquired member is

subject to the tasks assigned by the supervisor. This phase is where the supervisor observes the

members capabilities and skills. In regard to Career Connections, role taking may be most

beneficial to investigate how partnering businesses can accommodate the student relationships

that Career Connections aims for. Phase one is especially present in orientation settings.

Concrete support material such as handbooks and training modules tailored to specific roles

clarify expectations of responsibilities, reiterating expectations of provided effort and

communication that is highly valuable in this vast expansion of Career Connections.

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The second phase is role making: this is the step where the kinks are worked out

between leader and member to establish responsibilities, capabilities, and boundaries. Internal

and external partners can and should engage in continual assessment and feedback loops to

harbor improvements by addressing potential pitfalls or shortcomings. A central location, such as

an online portal, for questions, comments, concerns and reference is advantageous in promoting

regular communication amongst partners, team members and even participating students.

Moreover, the accessibility of resources such as FAQs, dedicated support contacts, and access to

organizational materials via an online portal, serves to empower newcomers in navigating the

organization with enhanced efficiency.

The third and final phase of this model is the role routinization. This phase

encompasses well understood roles and responsibilities. Division of routinization include in-

group and out-group. The in-group relationships foster high levels of trust, influence and support.

These may be observed among internal partners, such as the core team. Out-group relationships

consist of low levels of trust and formal authority, which can be observed with external

businesses who are assigned tasks based on the partnership description.

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Communication Process of Focus: Socialization Processes

Interview Questions: Appendix A

The initial contact with Career Connections of Western Nebraska took place via Zoom

on August 31, 2023, with organization members. It was discovered that Career Connections

works primarily with business organizations and schools to connect students to potential

employment opportunities within the rural parts of western Nebraska. Our main point of contact

for this organization is Jordan Diedrich.

An initial survey was sent out on September 8, 2023, was and completed by six members

of Career Connections. This survey revealed that most participants wanted a communication plan

for contacting other organizations, rather than an internal communication plan. Career

Connections is a volunteer-based organization funded through earned revenue, membership dues,

and grants.

A follow up survey was sent out to Jordan Diedrich, on September 11, 2023. The results

of the survey helped us better understand the impact of Career Connections. Career Connections

is not currently providing any services but has plans to. The goal of Career Connections is to

connect students from western Nebraska with organizations nearby. Businesses in western

Nebraska see a need for retention of young adults and Career Connections was formed and

designed to help build a bridge between young people and near by businesses.
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Another finding is that Career Connections uses more online tools, such as Zoom, to

communicate rather than face to face. The current gap in communication falls between Career

Connections’ volunteers and their partnering businesses. One challenge they have identified is

the difficulty to become in contact with so many entities. Career Connections does not currently

have a system in place for documenting communication with patterning business and schools.
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Recommendations

1. Be a Visible Entity to the Students

Our first recommendation is to contact students before the survey; be a visible entity to

the student body. Partnering with Family Career and Community Leaders of America (FCCLA),

Future Farmers of America (FFA), Future Business Leaders of America (FBLA), and SkillsUSA

you can find students and introduce them to your organization and its’ purpose. Miller states that

“anticipatory socialization refers to socialization processes that occur before an individual

actually enters an organization” (Miller, 2015). Miller continues by saying “Anticipatory

socialization also involves ideas about the nature of specific careers and occupations, a process

scholars call ‘vocational anticipatory socialization’” (Miller, 2015). Applying anticipatory

socialization would be the first step to incorporate students into your organization. The next step

would be having them take the survey and watching them grow with Career Connections.

2. Be in Sight and in Mind

The second suggestion is to maintain constant contact with the organizations and schools.

It is easy to forget about something if we only hear or see it once – out of sight, out of mind. In

addition to the first recommendation, it is important to be present at events to visually advertise

Career Connections services. Groups like Family Career and Community Leaders of America

(FCCLA) and Future Business Leaders of America (FBLA) host local meetings where Career

Connections can consistently make connections with students. Miller states that the role-

routinization phase can lead to having an established connection by allowing the supervisor and

subordinate to become familiar in their expected behaviors (Miller, 2015). Role-routinization can
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be described as the process of gaining familiarity with the ebb and flow of designated “roles” and

expectations of assigned positions. For instance, the expectation and services Career Connections

offer can be to routinely discussed and communicated for students so they can fully understand

the opportunities Career Connections have.

Our final suggestion is to put in place an interview process for applicants. Miller states

“…research suggests that interviewers often cue applicants about appropriate responses through

the use of directed or leading questions” (Miller, 2015). There are two benefits to interviewing

students. The first would be to identify the student’s real passions and motivations. Establishing a

reciprocal relationship with the individuals can create a sense of belonging and genuine concern

for their futures. A satisfactory relationship can increase the likelihood of positive review spread

via word of mouth, with the goal of attracting more students to utilize this program. The second

benefit would be for the students and that is the experience gained from a structured interview.

They will be able to take those skills learned and utilize them in interviews for jobs later in their

life.
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Report of Findings: Decision Making

Survey Results: Appendix B

On September 21, 2023, a Google Form survey that included nine questions relating to

Career Connections decision-making processes was sent to 5 contacts. The survey was focused

on decision-making and clarifying information from the last survey.

Currently, Career Connections of Western Nebraska is working in conjunction with Twin

Cities Development. This is making communication a bit tedious and has been a hurdle.

“Primary communication with businesses is facilitated through Twin Cities Development, as that

aligns with existing workflow. Because this collaborative is still in developmental stages, we

have not clearly articulated the flow for partner organizations.” Career Connections is looking to

add input, interest, and engagement from local businesses, and working with Twin Cities

Development has had its benefits in that goal. Both organizations want the best for students and

businesses, but the respondents agree that communication could be more consistent and clearer.

The decision-making process of Career Connections of Western Nebraska is seen

differently by the respondents. One theme seemed to resonate more than others, time. The

difficulty is trying to find a time to align everyone’s schedules for a Zoom meeting. Having a

myriad of schedules to work around (Career Connections and Twin Cities Development) the time

to sit down and make decisions is scarce. During our Zoom with Career Connection, it was

discussed that when Career Connections does find time to meet, decisions are talked about more

than decided on. Lots of time is given to discussing decisions rather than making the decisions.

Two factors play into the importance of time and how time management is handled.
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When making decisions, there is no formal framework Career Connections of Western

Nebraska follows. The way Career Connections makes decisions is “by a team lead group based

on input from stakeholders gathered during meetings, emails, and phone calls.” When asked

about this in the follow-up meeting it was stated that the core group meets every other week, then

a bigger group, consisting of stakeholders meets once a month, and finally, the whole group

meets once a quarter.

Overall, Career Connections of Western Nebraska is working towards the goal of getting

teens to stay in the Panhandle area. What makes Career Connections unique is their contact with

one another is not like a traditional business or organization. The organization works with leaders

throughout the region and online communication is happening more than the usual brick-and-

mortar business. Career Connections are also unique because they are still in their “infancy”

stage. In the Covid-19 pandemic regional businesses came together to push towards the common

goal of retention in the region.

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Recommendations

1. Official Board for Decision Making

Our first recommendation is to create an official board of directors that is primarily

responsible for the decision-making process of Career Connections of Western Nebraska.

Creating a board of directors that is diverse in membership, such as including teachers,

organizations that work with youth, or organizations that provide career resources to youth and

young adults, can help aid by offering diverse opinions and aid in making the best decision for

Career Connections. Miller states with the use of the cognitive model, which proposes

productivity and decision-making improve both the upward and downward flow of information

in the organization, "the individuals close to the work (i.e., at the bottom of the organizational

hierarchy) know the most about how to accomplish the work” (Miller, 2015). Miller continues by

stating when these individuals participate in the decision-making process a decision that is made

contains a higher quality of information (Miller, 2015). Including individuals on your board of

directors who constantly work with children or provide career resources to them can provide

insight into how to best interact with students. The next step could involve shadowing another

organization's board of directors such as Wellbeing Initiative in Lincoln, Nebraska, which started

with two people to an agency that employs over 20 people with a board of directors, to gain

further insight into another organization's decision-making process.

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2. Utilizing the Affective Model for Decision-Making

A second recommendation is the utilization of the affective model for decision-making.

Miller (2015) discusses how participation in decision-making through this model should satisfy

employees’ (or partner’s) higher-order needs which will result in satisfaction, motivation, and

productivity. About Career Connections’ relationships with other businesses, this model may be a

beneficial way to involve potential partners in making decisions and creating a sense of

belonging to and inclusivity in the program. In doing so, partnering businesses may in turn feel

inclined to ensure the success of Career Connections. Miller writes, “Proponents of this model

‘believe simply in involvement for the sake of involvement, arguing that as long as [partners]

feel they are participating and are being consulted, their ego needs will be satisfied, and they will

be more cooperative’ “(2015).

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Report of Findings: Con ict Management

Survey Results: Appendix C

On October 6, 2023, a Google form survey including ve questions relating to Career

Connections of Western Nebraska’s con ict management process was sent to ve contacts. The

survey focused on hypothetical con icts that could occur in the business. Since Career

Connections is still in its “infancy” phase, as described by employees, they may not have

encountered many con icts in their early stages.

Career Connections of Western Nebraska currently relies on its core group members to

handle and prevent con ict. As stated before, Career Connections of Western Nebraska is in the

early stages of its organization, and, fortunately, has not encountered many internal con icts,

thus they have not established a set con ict management process within the organization.

However, a theme in survey answers expressed the fear of external con ict with partnering

businesses and organizations.

Since Career Connections of Western Nebraska partners with many organizations and

businesses, there is the potential for con ict when trying to communicate with outside parties.

Survey responses indicated that while there hasn’t been con ict, there is the potential when

trying to manage communication with larger group and taking into account stakeholder opinions.

Career Connections of Western Nebraska currently relies on virtual communication, such as

emails, to communicate with large groups, and zoom, for core group meetings. Areas identi ed

for potential con ict include disagreement over projects and assigned duties, inconsistency in

school sizes of the targeted regions, inclusion or omission of potential business connections for
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students, emotional disconnect in virtual communication, and “accidentally leaving people off an

email discussion.”

Survey answers focused on possible external con icts and con ict management. While

some respondents reported open, frequent communication as the primary process of handling

con ict, others were unclear if any con ict management protocol was in place. Given the

newborn state of the organization, this nding does not come as a surprise, nor a negative result.

This will be a point of focus within Career Connections of Western Nebraska’s internal

communication that can translate over to their external communication.

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Recommendations

Drawing on the principles of organizational communication outlined by Miller (Miller,

2015), there are numerous strategies that can be implemented to boost Career Connections’

con ict management processes. First, we recommend that Career Connections establish a precise

and well-communicated con ict resolution policy that outlines the procedures for addressing

con ict. Miller expresses the three I’s of con ict as incompatible goals, interdependence, and

interaction (159). Keeping this in mind, open communication is a cornerstone of effective

con icts. Therefore, it is essential to create an environment where employees feel safe expressing

their concerns and ideas.

1. Conflict Resolution Plan

To formulate a successful con ict management strategy, Career Connections must

designate members to act as supervisors, develop clear crisis protocols, educate employees on

policies, and continuously evaluate procedures to accommodate for necessary adjustments. After

identifying the team/individuals responsible for supervising con ict resolution, leaders should

outline procedures to address con ict that align with the organizational expectations of Career

Connections of Western Nebraska. When developing these policies, it is essential to consider

team interactions, the workplace dynamic, and individual roles and responsibilities.

To accommodate Career Connections, and their urgency for assistance with external

communication, the con ict management protocol should also address how to handle con ict

when working with third-party organizations. This procedure will enhance communication

between colleagues, leading to improved interactions with external partners and businesses.
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Through prioritizing internal con ict management, Career Connections will develop a more

structured process when working with external contacts. Once a mutually agreeable plan is

reached, the protocols should be effectively documented and made readily available to all

employees. This will create a sense of con dence and transparency within Career Connections.

Implementing technology for documenting and tracking con ict cases is a great resource to keep

accessible records of how con icts are being managed.

2. Skill Development Training

Additionally, investing in training and skill development is another pivotal role in

enhancing con ict management. Offering employees training programs that focus on con ict

resolution techniques and effective communication can empower them to resolve con icts

constructively. This aligns with Miller’s insights on skill development (Miller, 2015). Career

Connections could have the con ict management team create a team-training or bring in a

professional consultant to host a session for employees.

3. Mediation Protocol

Furthermore, implementing a mediation or facilitation process can be bene cial when

con icts arise. In most scenarios, involving a neutral third party can often lead to more objective

and mutually satisfactory resolutions. In the survey, respondents mention that some of their

partnering businesses use outside facilitators to handle con ict and seem to have success.

Consulting with a third-party facilitator could help Career Connections of Western Nebraska

identify which aspects of con ict management work best for them and give diverse perspectives

on how to adjust and improve these procedures. In practice, Career Connections can assign a

neutral third party to receive anonymous complaints and concerns from employees. The third
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party can facilitate a meeting to inform higher-ups about these concerns and how they plan to

address them before a larger con ict arises.

Likewise, regular feedback and evaluation of the con ict management processes are

essential. Miller states that gathering input from employees to identify weaknesses and areas for

improvement is vital for continuous development (Miller, 2015). Establishing con dential

reporting channels for employees to report con icts and concerns can be instrumental in

addressing issues that employees could otherwise be hesitant to bring up publicly. Consequently,

Career Connections should continuously evaluate their con ict management strategies and gain

employee’s input for improvements. Utilizing tools such as Google Forms can help gauge

employee’s feelings toward the organization in a less formal and con dential manner. Cultural

sensitivity is a signi cant factor to account for in con ict management and feedback processes.

Career Connections of Western Nebraska should be sensitive to cultural differences within the

workforce and educate employees about the impact diversity can have on communication and

con ict resolution.

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Report of Findings: Organizational Change and Leadership Processes

Survey results: Appendix D

On Friday, October 20th, a Google Forms survey was shared with the Career Connections

core team primarily focusing on the organization’s change and leadership processes. The initial

survey received participation from four respondents. On Monday, October 23rd, a follow-up

Zoom meeting was hosted with Career Connections to further discuss organizational challenges

and to gather missing information from respondents. The Zoom meeting involved three

respondents for Career Connections.

Career Connections of Western Nebraska currently relies on its core group members to

handle and implement organizational change. As stated before, Career Connections of Western

Nebraska is in the initial stages of its organization, and, fortunately, has not encountered many

crises, thus they are able to rely on a core group of volunteers to assist in these situations. To

assist with the workload, Career Connections hired an employee, Craig, who is a key factor in

the organization’s success. Career Connections relies on meetings and emails to share updates

and organizational change with employees and stakeholders. With that being said, survey results

indicate funding and volunteer burnout as common themes that could result in an organizational

crisis. Despite the infancy of the organization, one respondent stated “We have a very positive

and strong culture. We are all volunteers, so we are here because we want to be here. Our core

team does a good job of creating a healthy culture.”

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Recommendations

Effective communication is the bedrock of successful organizational change (Miller,

2015). Leaders should strive for clear, open, and transparent communication with their teams,

ensuring that all stakeholders are well-informed about the change and its implications. This

extends to both the “what” and “why” of the change. Leaders should articulate the change's

specifics and provide a compelling narrative highlighting its purpose and benefits.

1. Communication Channels

To achieve this, leaders should employ a variety of communication channels, such as

team meetings, emails, intranet updates, and even town hall sessions (Miller, 2015). This multi-

channel approach ensures that information is accessible and comprehensible to employees at all

levels of the organization. Furthermore, leaders should actively listen to employees’ concerns
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and feedback, creating a two-way communication flow (Miller, 2015). By focusing on clear and

open communication, organizations can reduce uncertainty, build trust, and foster a sense of

ownership among employees. In times of change, this promotes a collaborative atmosphere

where everyone is aligned with the organization’s goals and feels valued as part of the process.

Career Connections already has weekly, monthly, and annual meetings with various groups,

however throughout meetings and surveys Career Connections of Western Nebraska has

expressed the need for improvement with clear communication. With so much change happening

within the organization and with its partnering business, conducting meetings in a consistent

manner would benefit clear communication. Agendas for meetings can be sent out prior to the

meeting detailing what will be discussed and if any material needs to be brought to the table. To

help remedy Career Connections of Western Nebraska’s concern for those missing valuable

information due to absence, a document/pamphlet can be sent out to all, detailing decisions made

in the meeting and what changes are made and who those will affect. These agenda and post-

meeting pamphlets should remain consistent from meeting to meeting so they are efficient to

create and clear to those reading.

2. Develop a Comprehensive Change Management Strategy

To successfully navigate organizational change, a well-defined change management

strategy is essential (Miller, 2015). This strategy should encompass a holistic view of the change

initiative, including its objectives, the rationale behind the change, anticipated benefits, and

potential challenges. The strategy should start with a clear vision for the change. This vision,

when effectively communicated, acts as a guiding light, providing employees with a sense of

direction and purpose (Miller, 2015). Additionally, it helps leaders and employees understand the
 29

“big picture” and how the change fits into the broader organizational goals. Equally important is

the emphasis on the “why” of the change. Leaders should be able to clearly convey the reasons

behind the change, addressing issues such as market dynamics, competitive pressures, or internal

inefficiencies (Miller, 2015). This not only lends credibility to the change initiative but enables

employees to comprehend its necessity. The strategy should also outline the tactical steps and

milestones for the change, creating a roadmap that enables leaders and employees to track

progress and understand their roles in the process (Miller, 2015). Additionally, by identifying

potential challenges and risks, the strategy allows for proactive problem-solving and risk

mitigation. By developing a comprehensive change management strategy, organizations can

instill confidence, direction, and a sense of control during periods of change, increasing the

likelihood of a successful transition.

This formatting of a change management strategy can take on several different forms for

Career Connections of Western Nebraska. For internal purposes, a clear and concessive change

management strategy can serve as a simple document that is sent out to all employees detailing

what changes are being made within Career Connections of Western Nebraska, why they are

happening, who this will affect, and open a forum for questions and concerns. This layout of

change management may be helpful for Career Connections of Western Nebraska next year,

when they will transition from using a third party for their Career Cap event to relying on their

volunteers more. Laying out all responsibilities beforehand and detailing what change will be

happening in advance will allow employees and volunteers to feel involved and allows them to

back the changes being made because they have insight as to why it is happening.
 30

3. Crisis Preparation

Organizational crises can be dangerous and threatening for an organization. However, it

can provide an opportunity to address and reshape perceptions of crises through active

communication (Miller, 2015). Organizational crises can be broken down into three stages: pre-

crisis, crisis, and post-crisis. The pre-crisis stage can be broken down into three subprocesses:

signal detection, prevention, and crisis preparation, with the primary concern of detecting the

potential for a crisis and trying to prepare and prevent it from occurring. In the crisis stage, a

trigger event occurs, leading to uncertainty and confusion as to what is happening. The primary

aspect of the post-crisis stage involves communication that focuses on placing responsibility and

communicating with a wide range of individuals (Miller, 2015). By focusing on preventing and

preparing for crises, the organization can help maintain its reputation, increase employee morale,

and maintain the confidence levels of stakeholders.

In surveys and interviews, Career Connections of Western Nebraska stated that apart

from discussing issues with their core team, there is no established program in place for crisis

prevention. During or after meetings, establishing a line of communication for volunteers within

Career Connections of Western Nebraska, stakeholders, and partner organizations can help

members communicate and address potential issues and concerns that could have the potential to

escalate into crises. These lines of communication should remain open during meetings and have

the potential to be incorporated into the meeting's agenda.

 31

Report of Findings: Process of Emotions in the Workplace

Survey results: Appendix E

On November 2, 2023, the Career Connections of Western Nebraska core team

received and participated in a Google Form survey focusing on the organization’s workplace

emotional processes. Two participants answered a combination of short answers, yes and, no

questions. The survey aimed to gain clarity on the organization's current emotions in the

workplace and areas they see could use improvement. Questions were also focused on assessing

reasons for possible volunteer burnout. Career Connections of Western Nebraska discussed the

concern and struggle to keep volunteers in a previous Zoom meeting held October 23, 2023.

The survey focused on work-life balance, as it is important for the overall productivity

and happiness of the organization. When asked about current work-life balance within Career

Connections a respondent said that discussions about work-life balance have not been discussed.

This was also reflected in another response confirming that there “is no policy in place.” As

Career Connections of Western Nebraska is a new organization-specific policy about work-life

balance may not be formally established, but establishing these may aid in preventing burnout.

Volunteer burnout has been a concern brought to our groups attention by Career Connections of

Western Nebraska and through survey responses.

Both respondents expressed that burnout is inevitable within the organization because all

“employees” are volunteer based. This concern about volunteer burnout was also mentioned in a

previous Zoom meeting. Another finding was that respondents did not feel it was necessary to

have policies in place aimed at work-life balance and promoting mental well-being. Another area
 32

of focus with survey questions was on external relationships and how emotions have or could

play a part in the success of these partnerships. Respondents had conflicting responses regarding

the process of building a relationship with partnering businesses. While one respondent thought

“things are working well”, another respondent stated, “Certainly there will always be challenging

circumstances that arise.” Career Connections of Western Nebraska has talked about wanting

help communicating, maintaining relationships, and increasing partnerships with business

partnerships.

Multiple tactics have been used to engage partners like asking for active participation

in surveys, inviting businesses to join in on creative planning, and inviting their input and ideas.

Career Connections of Western Nebraska is a virtual organization and the respondents have said

that this virtual element has not hindered their ability to build internal and external relationships,

however, meeting with the organization over Zoom and through surveys helps Career

Connections of Western Nebraska maintain, lasting and engaging relationships with both

volunteers and partnering business is an area that can be improved and expanded upon.
 33

Recommendations

1. Emotional Awareness

Understanding processes of emotion within the workplace is crucial for fostering a

productive and harmonious organizational environment. As highlighted in Miller’s work (2015),

emotions play a fundamental role in shaping workplace dynamics and communication. The

acknowledgment and management of emotions significantly impact employee satisfaction, team

collaboration, and overall organizational effectiveness. Miller’s emphasis on the significance of

emotions in organizational communication underscores the need for a comprehensive approach

that integrates emotional awareness into the workplace framework.

Miller (2015) elucidates the significance of recognizing and managing emotions in the

workplace and advocating for a culture that values emotional intelligence. Emotionally

intelligent individuals and organizations are better equipped to navigate conflicts, build strong

relationships, and foster a positive work environment. By drawing attention to the impact of

emotions on communication processes, Miller underscores the necessity of integrating emotional

awareness into leadership practices and organizational strategies.

Miller delineates two distinct forms of empathy within the workplace: emotional

contagion and empathetic concern. A profound comprehension of others' perspectives enhances

the capacity to deliver exceptional service and care. However, exposure to another's emotional

turmoil via emotional contagion amplifies the susceptibility to emotional exhaustion (Miller,
 34

2015). This phenomenon is frequently associated with employee burnout and concurrent

reductions in communicative responsiveness within the workplace.

By providing empathetic concern within the workplace, this creates a workplace

environment where employees feel heard and seen. By trying to create solutions to employee

conflicts and struggles, communication is automatically increased, and employees feel like

management is responsive to their issues, decreasing the likely hood of burnout. We suggest that

Career Connections of Nebraska can aid in preventing volunteer burnout by creating a workplace

environment that centers around empathetic concern. This looks like creating solutions to

volunteer issues rather than simply agreeing there is an issue and only observing the volunteer's

emotion.
 35

2. Encourage Open Communication

Open, transparent communication channels that encourage the expression of emotions

and concerns positively influence employee morale and engagement. By addressing the

emotional aspects of workplace interactions, leaders and employees can collaboratively establish

a supportive environment conducive to productivity and innovation. Transparency of emotional

involvement among employers and employees facilitates sharing the burden of the workload and

encourages problem-centered coping by targeting causes of burnout directly.

Efficient communication in a relationship, whether it be between coworkers or

partnering organizations, is essential from the start. Open channels and continual opportunities

for communication may provide ease of tension for those involved who face stressors of role

ambiguity or uncertainty, as well as establish a virtuous emotional workplace environment. This

can prove fundamental for communication that covers such large expanses as Career

Connections does. Consider an introductory, informative pamphlet that outlines the role

responsibility and participation expectations put in place for the effective function of Career

Connections. This may provide an outlet for individuals and/or partnering businesses to decipher

if their participation will be beneficial or burdensome.

3. Support for coping

Coping with emotions and burnout in the workplace takes on different forms of social

support including informational support which “involves provision of facts and advice to help an

individual” and instrumental support which is the “physical or material assistance” (Miller,

2015). In respect to the recognized potential causes of burnout within Career Connections voiced

by survey respondents, a productive combination of informational and instrumental support

 36

could be physically presented in the form of a volunteer handbook or manual. A handbook would

be most beneficial in clarifying role conflict and workload, responsibilities, and expectations

which Miller identifies as three of the top leading stressors in the workplace (2015), as well as

providing resources and contacts for communicative support services.

When we previously met with Career Connections of Western Nebraska, they said

they do not have clearly defined roles for all aspects of the organization. This is due to the

“infancy” of their organization. They are still working with Twin Cities Development to help aid

their events and next year they will be independent of Twin Cities Development and

acknowledge that they will need to create more concise roles with clear outlines of

responsibilities. By creating a handbook at the end of their partnership with Twin Cities

Development outlining what volunteer responsibilities would aid in open communication and

allows volunteers to know what support they will receive before getting involved, hopefully

helping keep volunteers for longer.

In the context of a volunteer-based program, facilitating access to mental health

services and resources can prove instrumental in fostering the emotional well-being of

volunteers. A strategic initiative involves the development and distribution of informative flyers

to volunteers, incorporating valuable content on mental health resources. These materials should

encompass practical tips for stress and burnout management, guidance on effective self-care

practices, targeted training sessions addressing stress management techniques, and suggestions

for participation in support groups or therapeutic interventions.

By providing volunteers with such comprehensive resources, the program not only

acknowledges the importance of emotional wellness but also equips volunteers with diverse
 37

strategies to navigate and regulate their emotional states. This proactive approach not only

enhances the overall mental well-being of volunteers but also fortifies their resilience,

contributing to a more robust and effective volunteer force

 38

References
Miller, K. L. (2015). Organizational Communication: Approaches and Processes (Seventh).
Cengage Learning.
 39

Appendix A
Socialization Survey Results

Survey 1: September 8, 2023

What is your current position and a brief job description?

• Respondent 1: Executive Director - Oversee workforce housing, workforce
development and business retention, expansion and attraction initiatives.
• Respondent 2: Rural Prosperity Nebraska Extension Educator in the Southern
Panhandle with Nebraska Extension. I assist with community development in 9
counties in the southern panhandle.
• Respondent 3: Executive Director of Box Butte Development Corporation - a
Public-Private Partnership focused on Economic Development countywide.
• Respondent 4: Community Development Specialist - Assist with the economic
development of the Panhandle.
• Respondent 5: Community Health Planner
• Respondent 6: Snow-Redfern Executive Director: responsible for providing
oversight of all operations, fiscal responsibilities, grantmaking, financial
management, programming, marketing, development, community engagement
activities, etc. Career Connections System Partner: responsible for acting as a
collaborative organizational partner that provides resources and support to the career
connections movement, through time, financial support, thought leadership, grant-
writing, coordination, etc.

What is the mission statement of your organization?

• TCD supports economic development activities that create jobs, enhance housing,
and bring investment into Western Nebraska.
• Engaging with Nebraskans wherever they are, connecting them with the
resources, research and innovation of the University of Nebraska
• BBDC - Partnering to Grow, Maintain, and Diversify the Economy of Box Butte
County. Career Connections - Connect and expand educational and training
opportunities to develop a skilled workforce for a thriving Nebraska Panhandle.
• Career Connections - TCD supports economic development activities that create
jobs, enhance housing, and bring investment into western Nebraska.
• Career Connections - Working together to improve the health, safety, and quality
of life for all who live, learn work and play in the Panhandle.
• Snow-Redfern Foundation provides financial support to nonprofit partners that
offer programs and services that make a life-changing impact for kids in need. Career
Connections: Connect and expand educational and training opportunities to develop a
skilled workforce for a thriving Nebraska Panhandle.
 40

What did your training process look like?

• Orientation to learn about company, on-site hand-on job training, classes, and
conferences.
• Mentoring, cohort of new employees that met quarterly the first year, professional
development opportunities.
• BBDC - self-taught, not being afraid to ask other EDO's how they do things CC-
just a partner.
• One on one coaching from Executive Director. Review of printed materials.
Guided roll out of unfamiliar job duties.
• Snow-Redfern: Years of experience working within, building, and evaluating
programs within juvenile justice, behavioral health, and child welfare.

How many employees does your organization have?

• 6
• 500? I'm really not sure. If you broaden it to UNL as a whole, it's about 16,000.
• BBDC - 1
• 6
• 2

Who do you prioritize communication with? Is it students, other organizations, schools,

etc.
• Businesses
• Other organizations—different extension educators
• BBDC – everyone! Businesses, elected officials, local government, general
public, schools, etc. CC: schools mainly but also employers
• Community leaders
• Public and decision makers
• As an ED, part of my responsibility is to ensure thorough communication with my
board of directors first and foremost. Other prioritized communication is with the
donors that share gifts, bequests, and memorials that assist us with our growth
potential, non-profit organizations across the state that we provide funding support to,
and various community partners that we collaborate with on projects. For Career
Connections- The communication centers around three main populations: Panhandle
business partners, Education partners (middle schools, high schools, community
colleges, universities/state colleges), and the supportive organizations with a vested
and shared interest in success of the work (such as state funders, private funders,
federal funders, non-profit organizations, civic organization, economic development
centers, etc.).

Would you prefer a communication plan for your specific organization or a communication
plan for contacting other organizations?
• Contacting other organizations
 41

• Contacting other organizations

• Career Connections needs a communication plan for itself but also how to reach
other partners.
• Communication plan for career connections of western Nebraska
• Contacting other organizations/businesses

When and where was your organization founded?

• 1985 Scottsbluff, NE
• 1869 Lincoln, NE
• BBDC- October 1987 Alliance, NE CC- 2/3 years ago
• 1985 Scottsbluff, NE
• 2021
• Snow-Redfern Foundation was founded by Arvilla Snow-Redfern in the early
1960's, with the creation of the Nebraska Boys Ranch in Morrill County, NE. Career
Connections was founded by a group of us that came together around the concerning
challenges impacting local employers seeking mechanisms to recruit and retain young
local talent.

How is your organization funded (e.g.: donations, grants, earned revenue)?

• Earned revenue and membership dues.
• State funding, donations, grants, program fees
• BBDC - Public-Private Partnership meaning local government (City, Village,
County) as well as private (businesses and individuals) CC - grants.
• Earned revenue.
• Grants
• Snow-Redfern is funded by an endowment that accumulates interest through
investments, as well as through estate bequests and other donor gifts. Career
Connections currently relies 100% on grant funding, but a sustainability plan is being
developed to address this, as the funding needs to be diverse, with a multi-prong
approach.

What are the main services offered by the organization?

• Apartment rentals, business support
• Education outreach for the state of Nebraska
• BBDC - we connect businesses to funding sources, real estate, and other
resources.
• CC - trying to help create a sustainable workforce for the future.
• Economic Development initiatives
• Internships and work experience
• Snow-Redfern: We do not provide services, but rather we award grants to non-
profit organizations, and scholarships to young people across the state. We
additionally fund projects and programs that align with our mission, including the
Young Women's Leadership program- Root2Rise.
 42

• Career Connections: At this juncture, there are no services being provided, as per
the traditional sense. However, funding is being used to support partners to provide
engagement services, etc.

Who are the key leaders and executives within the organization?
• Nine Board Members and an Executive Director
• N/A - please use me as the primary contact for Career Connections, along with
Rob Eirich and Melissa Mracek.
• BBDC - government and business CC - our core team
• Jordan Diedrich - Executive Director
• Director, executive director, deputy director of preparedness and CFO
• Snow-Redfern Foundation: Our foundation is operated by me, as the ED, with
oversight of a 15-person board of directors, driven by four officer positions
(President, Vice President, Treasurer, Secretary).
• Career Connections: TCD was designated by the larger collaborative to act as the
backbone entity/lead agency/fiscal agent, including Jordan Diedrich in his role as ED.
Additionally, we have a core operational team that consists of myself, Jamie Bright
(UNL), Kelsy Sasse (PPHD), Chelsie Herian (BBDC), and Lori Biesecker (ESU13).

What are the organization's short-term and long-term goals?

• Short-term: create perpetual revolving loan funds to support business Long-term:
create programs that sustain economic growth
• Strengthen Nebraska agriculture and food systems, inspire Nebraskans and their
communities, enhance the health and wellbeing of all Nebraskans.
• BBDC wants to partner with CC on creating a sustainable workforce of
tomorrow.
• Please see strategic plan
• Creating a healthier and safer panhandle community through collaboration and
partnerships
• Short term: acquisition of start-up funding, completion of teen surveys in all 23
school districts of the panhandle, and initiation of youth engagement activities in the
northern, central, and southern panhandle tiers. Longer term goals: sustaining through
alternative funding mechanisms (membership or employer/school support, etc.),
creating active pipelines for various populations of youth and various career
pathways.

Survey 2: September 11, 2023

How do you connect with students? How do you connect students with businesses? How do
you connect with businesses?
 43

• We will connect with students by conducting teen opportunity surveys and

providing the results to the students to see the outcome of the surveys. We will
connect students and businesses by providing 10th-grade students with the
opportunity to partake in tours of local businesses through the Career Cabs event. We
will also connect students to businesses by developing internship programs at 8
school districts. We will connect with businesses by getting students into their
businesses through both the career cabs event and internship programs.

What is the follow-up process when you connect with a student?

• After we connect with a student on the teen surveys we will follow up with the
results of the surveys. After connecting with students with career cabs we will follow
up with them by providing them with next steps on how to move toward the career
that they want to pursue. We will follow up with students on internship programs by
asking for their feedback of the experience.

What processes and tools do you use to partner with businesses and students?
• We use Survey Monkey to collect survey responses. We use emails and phone
calls to contact schools and businesses.

How do you collect feedback from partnering businesses and students?

• We rely on survey data to collect feedback.

What sources do you communicate with (e.g.: email, Zoom, face-to-face)? Which do you
use the most?
• We mostly communicate via Zoom, but we also do presentations, phone calls, and
emails. Face to face meetings is rare due to geographic coverage area.

What are Career Connections’ most utilized services?

• Our teen opportunity surveys.

Does Career Connections have employees or is this organization volunteer-based?

• It is volunteer based.

What gaps are you experiencing in communication?

• We have a gap in communication between our group and schools and businesses.
It is hard to get in contact with such a large number of entities. It is hard to get their
attention and keep it.

How are you presenting Career Connections to students? How many students are currently
working with career connections?
• We are presenting it more to schools and businesses and students will be a part of
it due to the involvement of each school district. We will have thousands of students
taking the survey and hundreds will participate in our career cabs.
 44

Where have you found success in building relationships with students and partners?
We have found success in presenting to partner organizations and having consistent meetings.
 45

Appendix B
Decision Making Survey Results

How would you say the flow of communication works between Career Connections and
partnering businesses?
• Respondent 1: “I don't think we are well-established enough with businesses to
say yet.”
• Respondent 2: “Primary communication with businesses is facilitated through
Twin Cities Development, as that aligns with existing workflow. Because this
collaborative is still in developmental stages, we have not clearly articulated the flow
for partner organizations acting on behalf of Career Connections, though I would
envision both communications from and to businesses would remain primarily the
role of TCDs unless otherwise specified and outlined for other partners.”
• Respondent 3: “Communication could be better but right now everything is
through TCD. We're all trying to work on strengthening our "Directory", so we are
talking to the right people (Schools or Businesses)”
• Respondent 4: “Input, interest, and engagement from local businesses could
improve.”
• Respondent 5: The flow of communication is usually Career Connections
reaching out to partnering businesses with an email. We also communicate through
Zoom meetings to our partnering businesses.”
If a new business wants to partner with career connections, how would you integrate
them?
• Respondent 1: “Add them to the email list and invite them to meetings.”
• Respondent 2: “First, help them identify what extent they would like to be involved right
now, knowing we are in a developmental phase...offering them the option to attend meetings,
meet with other involved partners, and gathering information from them about what things would
benefit their business regarding Career Connections.”
• Respondent 3: “Provide Info on our initiatives and ask how they want to partner”
• Respondent 4: “Invite them to meetings. Provide them with data and documents. Offer
involvement opportunities.”
• Respondent 5: “We would integrate them by adding them to our email and meetings list so
they can receive all of our communications and join our meetings.”
When preparing to present to a student body, how do partnering businesses and Career
Connections get together and organize a successful presentation?
• Respondent 1: “We haven't done this yet?”
• Respondent 2: “We have not yet had the opportunity to present to students, but our core
team has presented at other community events and meetings. We typically lay out the presentation
opportunity and then adapt our presentation format and materials to align with the population to
be present. What has worked well for us is to each present on specific pieces, but having TCD
lead it as we establish their role within this work.”
• Respondent 3: “Currently surveying student interests so we know which businesses to
approach and connect”
 46

• Respondent 4: “Yet to be determined.”

• Respondent 5: “We collaborate on a presentation slide show and get as many of us to be
present at the presentation to show strength in numbers.”

What factors influence decision-making within career connections?

• Respondent 1: “unsure”
• Respondent 2: “Currently, the main factor is time. Though all the core partners have
prioritized this work until we get it off the ground, decisions are currently being made by the core
group, so there is a need to coordinate schedules so at least most of the parties can come together.
Once this is an established program under TCD, I would imagine the influencing factors would
likely be related to systemic issues, politics, funding availability, and resource allocation.”
• Respondent 3: “need/data”
• Respondent 4: “Funding, survey results, stakeholder input”
• Respondent 5: “Final decisions are made by our team lead group, but we do get feedback
and input from stakeholders before making decisions. We consider what is best for the majority of
the 23 school districts and local businesses when making a decision.”

Are there any formalized frameworks or tools currently in use to support decision-
making?
• Respondent 1: “Not that I'm aware of - we had some in the early planning stages”
• Respondent 2: “Our decision-making process is quite simplistic, at this point, with
emphasis on utilizing this core team to communicate well and come to mutual agreement. There
have not been any formalized frameworks or tools used and may not be until there becomes a
need for it.”
• Respondent 3: “Our core team meets every couple of weeks”
• Respondent 4: “Strategic Plan”
• Respondent 5: “Yes, our framework is decisions are made by a team lead group based on
input from stakeholders gathered during meetings, emails, and phone calls.”

How do you measure success in your organization?

• Respondent 1: “Connections made, fundraising”
• Respondent 2: “Success is achieving goals collectively established by the larger Career
Connections partners through the formal strategic plan.”
• Respondent 3: “We are still in our infancy”
• Respondent 4: “Advancement of initiatives”
• Respondent 5: “We will measure success by deliverables. We will measure impact based on
students and businesses that are affected by our programs and events. We will also measure
success based on feedback that we get from students and businesses.”

Can you expand on the types of questions that students are asked when they take the teen
opportunity surveys?
• Respondent 1: “Asking them about career opportunities and future plans”
• Respondent 2: “They are being asked questions that create space for them to share their
views, preferences, plans, and desires for their community. The aggregated data, by the school
district, will assist in co-creating communities (and schools) that align with what kids are saying
they want and need to feel welcome, satisfied, happy, and fulfilled”
• Respondent 3: “What interests do they have, what do they want to do after HS, etc.”
 47

• Respondent 4: “Their career interests. Their desire to stay rural.”

• Respondent 5: “They are asked questions about what motivates them, what they see in their
future, how involved they are with their communities, what industries they are interested in, and if
they want to live rural or move.”

Once you get into contact with a school or organization how do you market your services?
Where do you feel your organization demonstrates strengths and weaknesses regarding
decision-making processes?
• Respondent 1: “Presentations to superintendents, emails”
• Respondent 2: “There are some key points about our work that are relevant to school
districts, at this juncture, including how this connected group across the panhandle can support the
various career pathways through strategies benefiting students, schools, communities, and
employers. Also relevant to them is how the partnership can assist them in achieving their goals
and directives.”
• Respondent 3: “It's all about relationships and our team is diversified by region so we have
easier 'In'”
• Respondent 4: “Presentations, information, and follow up”
• Respondent 5: “We market our services by showcasing the results. We let them know what
they will get out of it when the survey and other programs and events are completed. We market
the value of what we are producing.”

Where do you feel your organization demonstrates strengths and weaknesses regarding
decision-making processes?
• Respondent 1: “unsure”
• Respondent 2: “Strengths: We have identified and engaged a diligent and
committed core team that makes themselves available, volunteers to complete tasks,
and is willing to work through the challenges together. The current decision-making
process works for us based on our current structure but will need to be assessed and
adapted as more business partners join the movement and when more funding funnels
in. Weaknesses: The main challenge is getting everyone together at the same time to
have discussion and decision-making time.”
• Respondent 3: “All about communication”
• Respondent 4: “Strengths come from collaboration. Weaknesses come from a lack
of community support/business involvement.”
• Respondent 5: “We are strong when it comes to having committed individuals
willing to make sound decisions. We are weak in that we don't have a lot of feedback
from businesses at this point to take into consideration what would be best for them.”

* Google Survey was sent to Career Connections of Western Nebraska September 21, 2023
 48

Appendix C
Conflict Management Survey Results

What resources do you have available for managing conflict? What resources do you wish
you had available for managing conflict?

• Respondent 1: “We have a core team that can work together to manage conflict.”

• Respondent 2: “Previous trainings and experience. More in-person professional

development in this area.”

• Respondent 3: “I think if there were conflict, we could all agree to openly discuss what's
bothering someone. As for resources, I feel we could bring in a facilitator, we have a
couple on our Core Team already.”

• Respondent 4: “I think there is some confusion about what we are looking far for
communications? I think we are looking for external communication ideas instead of
internal among our collaborative. But several of our organizations (UNL, PPHD) have
conflict management resources and trainings.”

In what areas within your organization do you see the potential for conflict?

• Respondent 1: “I see the potential for conflict because we have so many stakeholders
that all have different opinions and ideas. We also have different regions, and sizes of
schools that can cause problems. We also have to choose certain businesses to bring
students to which is difficult because there are so many to choose from. There is also the
potential for conflict due to the lack of funding.”

• Respondent 2: “Participation”

• Respondent 3: “I don't see the potential”

• Respondent 4: “disagreement over projects/scope of work, but hasn't been an issue so

far”

What areas in your communication process do you feel could be or have the possibility of
causing conflict?

• Respondent 1: “I feel like the fact that we basically have no face-to-face communication
can cause conflict. Almost all of our communication is virtual. The personal touch and
connection of being in person goes a long way when trying to develop relationships and
partnerships.

• Respondent 2: “Participation from key stakeholders.”

 49

• Respondent 3: “I don't, I think we are all good about "reply all" so everyone stays in the
loop

• Respondent 4: “accidentally leaving people off an email discussion”

How does Career Connections identify conflict before it escalates?

• Respondent 1: “Our core team has constant meetings which helps us stay on top of
issues and allows us to identify conflict quickly.”

• Respondent 2: “Meeting regularly and open discussions.”

• Respondent 3: “I don't know”

• Respondent 4: “n/a”

Describe Career Connections’ current process for dealing with conflict. What do you like
about this current process and what would you change?

• Respondent 1: “Our current process is using our core team to identify, discuss, and
confront conflict. I like having a team instead of one person to work on conflict
resolution. It is good to have a support system for multiple people when dealing with
conflict.”

• Respondent 2: “Meeting regularly and having open discussions works well for us.”

• Respondent 3: “I don't know”

• Respondent 4: “n/a”

*Google survey was sent to Career Connections of Western Nebraska October 6, 2023
 50

Appendix D
Organizational Change and Leadership Processes Survey Results

Describe a time when the organization encountered success with implementing a process
change. Was it a smooth transition? What elements aided in the success of that process?
• Respondent 1: “We have had to make changes multiple times based on available
funding, and help. Every time we have had to make a change it has gone smoothly.
The elements that aided were having a strong core leadership team willing to put the
work in to make the needed changes.”
• Respondent 2: “not sure we have done this”
• Respondent 3: “Adding Craig to the team was a success. Yes, it was a smooth
transition. His presentation and understanding how he could help the team aided in
the success of this process.”
• Respondent 4: “n/a”

Who is responsible for implementing change within your organization?

• Respondent 1: “Our core team”
• Respondent 2: “Jordan?”
• Respondent 3: “The team”
• Respondent 4: “n/a”

How do you inform your employees about a change within the organization? ( Ex meetings,
emails, work newsletters, etc)
• Respondent 1: “We do it through emails and Zoom meetings”
• Respondent 2: “emails”
• Respondent 3: “meetings and emails”
• Respondent 4: “n/a”

What is the process for communicating a change to your stakeholders? For example, if you
change how you connect students to companies do you send out a mass email to partnering
companies about the change, do you meet with them individually, or are they on the list of
people you inform about these changes?
• Respondent 1: “We inform them individually through email/phone call or through
a group presentation.”
• Respondent 2: “I would guess email then follow up in person/call”
• Respondent 3: “meetings”
• Respondent 4: “email”
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How would you describe the current state of organizational culture, and what role does
leadership play in shaping this culture?
• Respondent 1: “We have a very positive and strong culture. We are all volunteers,
so we are here because we want to be here. Our core team does a good job of creating
a healthy culture.”
• Respondent 2: “may not apply”
• Respondent 3: “Great culture! Especially because we are making great progress
towards our goals.”
• Respondent 4: “collaborative”

What type of pre-crisis or preparation work is in place in Career Connections if there are
any?
• Respondent 1: “We don't really have a plan for this.”
• Respondent 2: “unknown”
• Respondent 3: “Planning and discussions in our meetings.”
• Respondent 4: “n/a”

What types of crises do you see Career Connections running into? (ex: not enough
employees to fulfill organizational goals)

• Respondent 1: “Not enough funding. We hope to make our operation sustainable,

but it will be tough to do so if we can't maintain funding sources.”
• Respondent 2: “time since this in volunteer”
• Respondent 3: “Participation and continued funding.”
• Respondent 4: “volunteer burnout”

Additional information about Career Connections Leadership processes:

• Respondent 1: “Our leadership team is a group of people who are willing to step
up and do more than the rest of the stakeholders.”
• Respondent 2: “I think we are more informal than formal as we are so spread out

but working together towards a common goal is BIG!!! 😊 "

• Respondent 3: “We have a great team in place!”
• Respondent 4: “n/a”

* Google Survey was sent to Career Connections of Western Nebraska October 20, 2023
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Appendix E
Process of Emotions in the Workplace Survey Results

What are the current policies and initiatives aimed at promoting work-life balance and
mental well-being for employees? If there are none currently established, what policies or
initiatives would you like to see in place?

• Respondent 1: “as a committee - volunteering - no policy in place nor do they apply”

• Respondent 2: “If specifically referring to Career Connections, that is not something that
has yet been discussed, though I would venture to guess that TCD likely has some
internal policies and/or practices in place to support wellness.”

Describe the main sources of stress that employees typically face within the organization,
and what steps are taken to mitigate or manage these stressors.

• Respondent 1: “time management”

• Respondent 2: “This would be a challenge to answer since there are technically not any
"employees" of Career Connections at this point. Again, TCD likely has offerings for
their employees, though.”

What are specific programs or resources you would like to see in place to support
employees dealing with burnout? (I.e. yearly company outings, rewards systems, or
monthly well-being check-ins)

• Respondent 1: doesn't apply

• Respondent 2: “Wellness is a vital subject in the non-profit sector and worthy of
spending time discussing what this might look like for a collaborative such as this. There
might also be some benefit in discussing how career connections creates supportive
services (or a linkage to supportive services) for employers working with young people,
as well as young people with employers, as it relates to this topic.”

Has there been a time when creating a relationship with a partnering business has been
hard and if so please describe the difficulties and communication skills and tactics you
tried.

• Respondent 1: “We are all collaborating from different communities - things are working
well”
• Respondent 2: “Certainly there will always be challenging circumstances that arise. Thus
far in this work, the primary challenge has been engaging businesses to actively
participate in co-creation of this work. Multiple tactics have been tried, including asking
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them to participate in surveys, inviting them to join in creating the strategic plan,
inviting their ideas and input through various mechanisms- in person, email, phone,
survey links, etc.”

The current members of Career Connections have mentioned the presence of burnout
among current members. What steps have been taken to try to pinpoint causes? What steps
have been taken to resolve these situations, if any?

• Respondent 1: “Small group doing too much - plus its volunteer - so burnout is probably
stemming from many factors”
• Respondent 2: “I am uncertain witch entities or populations this specifically relates to,
but there is always the propensity for burnout, but in regards to this collaborative,
burnout may exist when individuals are not seeing action at the pace they prefer, or when
one or more individuals take on more of the load than others. I am not aware of efforts to
address this, but this would first and foremost be worth of discussion within our core-
group to discuss the extent and how we might begin to address it.”

Have you been able to create personal relationships externally while being virtual?
• Respondent 1: “yes”
• Respondent 2: “yes”

Have you been able to create personal relationships internally while being virtual?
• Respondent 1: “yes”
• Respondent 2: “yes”

* Google Survey was sent to Career Connections of Western Nebraska November 2, 2023