GUIDELINES TO NRDC feb 24 2014

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Listening Barriers We MeetBenefits oflisteningListening is the highest compliment one can pay, for it shows respect, buildstrust, and cements relationships:Boss, you get along witheveryone.What’s your secret?Nobody hates a listener!Figure 6-2. Listening is the most important part of communicatingBarriers we However, it's hard to listen because of the barriers we meet:meet Barrier DescriptionEnvironment Poor physical conditions hinder concentration:x Ventilation.x Noise.x Temperature.x Acoustics.x Lighting.x Seating arrangement.Speaker's image Speaker loses credibility because of--x Inadequate preparation.x Inappropriate attire.x Unconvincing stage presence.x Clumsiness.x Poor use of gestures and eye contact.Speaker's words Speaker alienates the audience with--x Bad diction.x Profanity.x Jargon.x Pompous expressions.x Stilted language.x Long-winded presentation.<strong>NRDC</strong> GRC – Staff Handbook 6-4
Listening Barriers We CreateIntroduction This map describes listening barriers that we create.Barriers wecreateBesides meeting listening barriers, we also create them.BarrierDescriptionThought speed Listener takes in words faster than the speaker deliversthem. Example: Average rates for—x Speaking—125 words per minute.x Listening—500 words per minute.Time lag gives the listener extra time to—x Turn thoughts elsewhere.x Allow distractions.x Only hear half of the speaker's words.BiasListener tunes out because of the speaker's—x Status.x Point of view.x Appearance—clothing, jewelry, hair style.x Accent.x Ethnic or religious background.Instead of listening with an open mind, the listener—x Refuses to hear the speaker out.x Looks for flaws.x Prepares rebuttals.x Attacks the speaker.Bad habits People listen poorly because they—x Take too many notes—miss key points.x Listen for facts only—fail to see the big picture.x Daydream—show lack of commitment.x Slouch—reduces alertness.x Pretend they're listening—stems from laziness.Emotions: Some folks stop listening if the speaker's remarks upsetthem. Leads to—x Emotional reactions.x Clouded judgment.x Overreaction.PracticeconcentratingTo improve concentration, try watching serious TV programs, attendinglectures, or participating in a discussion group.<strong>NRDC</strong> GRC – Staff Handbook 6-5
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PREFACEDisclaimer: The NRDC-GREECE
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GUIDELINES TO CONSIDERBecome fully
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Remember the mission. Avoid tunnel
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Overview ContinuedFocusThe text foc
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InstructionsIntroduction This secti
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NotesNRDC GRC - Staff Handbookvi
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Detailed Table of Contents, Continu
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Detailed Table of Contents, Continu
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Chapter 1Organizations and Managers
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Systems Approach to Management, Con
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SubsystemsIntroduction This section
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The Five Functions of ManagementInt
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Types of ManagersIntroductionThis s
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Staff Officer RolesIntroduction Peo
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Managing and LeadingIntroduction St
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Managing Things and Leading PeopleI
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Delegation of Authority, ContinuedI
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Managing Your BossIntroduction Do y
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Chapter Summary, ContinuedKey point
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The Staff Officer’s WorldIntroduc
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AnticipationIntroduction Ability to
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InitiativeIntroduction A sharp staf
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Initiative, ContinuedKeepingactions
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Guidance, ContinuedWhen to seekguid
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Perspective, ContinuedPride,passion
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Written Sources of InformationIntro
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Providing Information and Building
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Completed Staff Work, ContinuedPrep
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Staff Doctrine, ContinuedBackground
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Chapter Summary, ContinuedKey Point
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Efficiency and EffectivenessIntrodu
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Efficiency and Effectiveness, Conti
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Step 1: Record Use of TimeIntroduct
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Step 2: Analyze ResultsIntroduction
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Page 77 and 78: Step 4: Overcome Barriers, Continue
Page 79 and 80: Priorities, ContinuedVisionVision i
Page 81 and 82: Doing Things One at a TimeIntroduct
Page 83 and 84: Chapter SummaryKey points This tabl
Page 85 and 86: Chapter 4Meetings and InterviewsOve
Page 87 and 88: Preparing an AgendaIntroductionGuid
Page 89 and 90: Opening a MeetingIntroductionOpenin
Page 91 and 92: Guiding DiscussionIntroductionHow t
Page 93 and 94: Concluding a MeetingIntroductionEnd
Page 95 and 96: Interactive MeetingsIntroduction Ru
Page 97 and 98: Interactive Roles, ContinuedRecorde
Page 99 and 100: Conducting an InterviewIntroduction
Page 101 and 102: Controlling an InterviewIntroductio
Page 103: Chapter Summary, ContinuedKey point
Page 106 and 107: Problem-Solving StepsIntroductionTh
Page 108 and 109: Step 2: Gather InformationIntroduct
Page 110 and 111: Step 3: Develop AlternativesIntrodu
Page 112 and 113: Step 4: Weigh AlternativesArriving
Page 114 and 115: Adaptive Decision MakingIntroductio
Page 116 and 117: Gaining Power to Make DecisionsIntr
Page 118 and 119: Problems, Decisions, and ManagersIn
Page 120 and 121: Chapter Summary, ContinuedKey point
Page 122 and 123: Informal Organization and Grapevine
Page 126 and 127: Overcoming Listening BarriersOverco
Page 128 and 129: Active Listening, ContinuedAsk ques
Page 130 and 131: Body Language, ContinuedExamplesWay
Page 132 and 133: PersuadingIntroductionStaff officer
Page 134 and 135: Persuading, ContinuedSelling steps(
Page 136 and 137: Overcoming Objections, ContinuedPro
Page 138 and 139: Negotiating StrategiesIntroductionT
Page 140 and 141: Negotiating Strategies, ContinuedCo
Page 142 and 143: Bad NewsIntroduction Building a goo
Page 144 and 145: Chapter SummaryKey points This tabl
Page 147 and 148: Chapter 7WritingOverviewIntroductio
Page 149 and 150: Standards and RulesIntroduction Thi
Page 151 and 152: Active VoiceIntroduction If you did
Page 153 and 154: Active Voice, ContinuedWhen to usep
Page 155 and 156: Eliminating Wordiness, ContinuedCut
Page 157 and 158: Smothered VerbsIntroduction Another
Page 159 and 160: PackagingIntroduction The way somet
Page 161 and 162: Readability FormulasIntroductionRea
Page 163 and 164: Editing, ContinuedRulesChecklistWhe
Page 165: Chapter Summary, ContinuedKey point
Page 168 and 169: Learning to CoordinateIntroductionD
Page 170 and 171: Informal CoordinationIntroduction T
Page 172 and 173: Coordinating PhasesIntroductionPhas
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Responding to Non-concurrencesIntro
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Decision Paper (DCC)Introduction A
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Maintaining ControlIntroduction Thi
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Suspense DatesIntroduction Suspense
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Military BriefingsIntroduction Comm
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Information Briefing FormatsIntrodu
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PreparationIntroduction This sectio
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Preparation, ContinuedFocus onkey p
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Methods of Presentation, ContinuedS
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Visual Aids, ContinuedExampleThis i
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Rehearsals, ContinuedCriticsCritics
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Delivery, ContinuedInappropriateapp
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ClosingIntroduction This section di
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Ethics and ValuesIntroduction Insti
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Military Core ValuesIntroduction Th
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Unethical BehaviorIntroduction This
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Pressure to Produce ResultsIntroduc
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Ethical Decision Making, ContinuedG
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Chapter SummaryKey points This tabl
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Appendix A--Informal Staff Language
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Appendix B--Simpler Words and Phras
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Appendix C—Writing FormatsOvervie
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Avoid Drop-In VisitorsIntroduction
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Control Telephone UseIntroduction M
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Say No!Introduction If spread too t
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Priority ListFormatUse a format lik
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A Winning AttitudeIntroductionA win
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BrainstormingIntroductionBrainstorm
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Modified Delphi TechniqueIntroducti
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Leading Change, ContinuedIntroducti
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Leading PeopleIntroductionThis sect
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Results DrivenIntroductionThis sect
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Business AcumenIntroductionThis sec
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GUIDELINES TO NRDC feb 24 2014

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