recorded and I need to see the participants in the video.
So you with two other participants face
visible for the discussion. For these purposes, you may not have any slides. You might share policy
screens, but not a requirement. But the audience discussing, I should be able to see. so what we are
going to be looking at in the video is all this. So I need to bring your attention. um let me see part
three video provide information issues. So you will need to provide instruction to your team
members and provide information about the topic or issue before the discussion take place. So this is
your opening paragraph opening when you do the discussion. So if you go further down, on where
we were earlier. If you look at this, it will tell you we've got an observation checklist that we are going
to be assessing you for. So when you're doing the discussion, you had your planning document
earlier in when you did your appendix one. So you make sure that you are looking at your planning
document. So when you are doing the discussion, you do the opening, you describe the topic.
You greet them, you tell them thank you for attending and then you remind them what the topic is
about and what the objective of the topic is about. So basically it gives you open the discussion,
greet participants. So remind participants of the city, stores, workplace, communication and code of
conduct. Let everybody know that they need to be mindful and respectful of all participants. So that
is your basic opening. And then. Again, before you start into the topic, ensure that you encourage
everybody to actively listen. Tell them that if you're not sure, please clarify or ask question. And be
mindful of things within the code of conduct. So that is all basically your opening paragraph. And we
will be observing you for all these as well. So when you're talking in the discussion.
Are you paying attention to your participants? Are you actively listening? Are you asking questions?
Are you clarifying all those things that's going to be assessed within that discussion? Facilitate
respectful communication among team members. So make sure you speak clearly where you see a
participant not contributing, ask questions, direct things to them, get the engagement going. allow
them time to participate, respond to your questions. Don't ask questions and straight away you
answer yourself. Pause. Give them time to reply. Make sure you prevent or limit interruption if
anybody is talking over the other person. Which could also be a point that you could simulate for for
an issue so that you know, that you can actually show that you're handling well. You can ask one of
your participants to be a troublemaker, you know, make some noise on the music or use the pen and,
you know, make sounds to be disruptive so you can actually tell them to stop, be assertive and let
them know politely to just show that you are able to manage conflicts and issues. And then
one important part in your discussion that you need to be mindful of is this part D. So in your part
one, you've done the planning. In your part two, you've already emailed your participant, giving
them the real their role, explaining to them, and they have responded to you saying that they
understand their role and they know what the task is that they need to come prepared for. But just
before you recorded your video, this is a simulated scenario. just before the discussion, a team
member have expressed concern that the information you provided is not clear and in some cases
insufficient to allow them to prepare. You must raise this issue during the discussion. Use your
personal solving and decision making skills to resolve this issue with the team. So being discreet not
being not breaching any privacy act,
Generally, before you start the discussion, you're going to tell the team members, OK, I've emailed all
the role requirements and all of you all have confirmed the understanding. But unfortunately, just
before the discussion, we got to know someone came up to me to say that they did not have enough
time. I would really appreciate if that such information is brought up to my attention at the earliest
possible convenience. before the meeting and not just before we have the meeting. You can say that.
Or you could have actually invited three or four participants and before the meeting you just said
okay uh so and so was supposed to attend this discussion with us today and they were supposed to
be bringing us this report but unfortunately due to an avoidable circumstances they were not able to
attend this discussion but
That's fine, but the person has managed to email me some information and I'm going to be talking
on their behalf. So that's how you problem solve. Or you could actually say that it doesn't matter. We
don't really need those information at the moment. We have another follow up meeting next week.
So we'll talk about the contents in the next. We'll carry forward the agenda to the next meeting. Or
you could say that they could not provide the information. But I managed to get a quick review from
the database and I got some basic information that I'm going to share with you today. However,
you're going to problem solve. You know, there's a situation somebody told you that they were
insufficient to allow them to prepare or they are not clear. And then you're solving the problem and
you're addressing it at the meeting. You're just simulating that information.
And then at the closing of the discussion, you're going to make sure that all participants confirm that
they understand that they are happy that they were able to contribute. Ask them if there's anybody
else who want to add on something. This is confirmation. Make sure that everybody understand and
have something to take back after this discussion.
