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Application Paper
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Application Paper
Scenario 1: Sub-par Peer Performance
Then if one realize that they have made the decision to give a coworker that is assigned to
something that they could have done but did not, then it is important for to take care of the
situation clearly and with empathy. Wrench’s ideas of feedback and expectation management
teach that feedback is a good thing. Feedback should be specific, not personal: The way you
comment on this work is not good enough, you would find it more effective to respond to the
missing part, “the report was missing data analysis section” for instance. "Next time can you,
please focus on adding that?"
For expectation management concept, one should clearly communicate what you expect
your peer to do. If you do not clearly state your expectations with the initial request, then learn
from it and change your approach next time to make your goals clear and much more specific
than you did before. It means no more excuses about it is not good enough, because you have a
clearer benchmark of what success is so it removes ambiguity around what constitutes success
and allows your co-workers to understand how to meet your standards. It also helps to lower
frustration from either side.
Now you need to learn to balance the feedback so as not to do the work for your
coworking. That is why we need empowerment. Instead of simply correcting the task you can
suggest them what they have to do differently, giving them tools or resources that will enhance
their productivity.
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You can also ask: 'Do you have any support or resource issues to support you to meet the
expectations?' This model lets your coworker work with their name, or their brand, behind their
work and if you trust them enough to know that they can only get better and really care about
their work, it means they own it.
Moreover, collaboration requires attention. One might instead want to suggest a follow
up meeting to go over the task together as it asks to be a team effort. It also means you are not
nitpicking, you really are wanting to work together to achieve the best outcome. This feedback is
delivered as a reprimand and if left unchecked a culture of hurt feelings remains. But delivered
as one of collaboration we all grow together.
Scenario 2: Training Challenge
You will be working to host a training course that communicates with members of a team
that speak English, Spanish, and everything in between. Wrench explores what it takes to tackle
language barriers and achieve cultural competence when it comes to training: It is equitable that
both groups receive the same quality of training.
To achieve all this one need to have bilingual training material that can be supported by
bilingual team members or use professional translators to help explaining or otherwise
interpreting the important points during the training session. But it also ensures that no one
misses critical information and that it’s just as accessible to everyone.
Furthermore, workers must be bilingual, speaking English and Spanish, so that they can
speak to other employees in the language that they are familiar with. Trainers communicate
differently, have different expectations and different learning preferences based on their culture.
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For example, if team members are Spanish speakers then one must take into consideration a
formality that's needed and what level of authority they need while being in training. This is why
culture trained and culturally competent professional would have an idea of this and would
approach each group on their communication preferences. For example, they could include
within their learning examples or references that are culturally pertinent to each group to help
people relate to the learning and become more engaged in it.
Visual aids, like diagrams, can further aid in reducing language gap while delivering the
training in the verbal content through the use of non-verbal communication techniques. This will
remove the languages barrier and guarantee that no one participant fails to understand the main
points of the session. In addition, it is beneficial to allow both groups to attend and to ask
questions by the language that they commonly use as it will help retain equal engagement of all
team members and, consequently, avoiding misunderstanding.
Lastly, one can create an inclusive space where both groups can comfortably share their
language or can comfortably share their ideas while working with each other. Encouraging team
members to use small group discussions wherein each member would pair up with someone who
speaks the other language is equally important. This helps ensure the training meets the linguistic
challenge but also is fertile ground for working simultaneously and learning about each other.
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References
Wrench, J. S. (2013). Workplace communication for the 21st century: Tools and strategies that
impact the bottom line [2 volumes]. Bloomsbury Publishing USA.
