Showing 1–10 of 106 reviews (3 star)
I felt like there were two key pieces that were missing from the course framing. One was the role of bystanders in responding to non-inclusive language. (Often times a well placed question from a bystander can help to illuminate the issues without requiring the person who is affected to perform additional work ) The other was the role of power in these interactions. Oftentimes the person who made the remark has more power, either positionally or societally. That then affects how responses or repair might occur or not occur..
Very interesting topic but too theoretical. Would have preferred scénario playing on the topic backed by some key principles.
Not what I expected the course to be. Thought it was thresholds 2 for Sas training pay and sas progression
It was good but not novel or contextualized to the reality of my team. The examples were not complex enough, and it would have been nice that we brought our own and deal with real life exampels and not artificial bounded ones that could be solved... easily.
More teaching about management techniques would be more helpful. I was hoping to learn about how to manage others better.
The overall structure and message of the workshop was good and a valuable session to have been delivered and shows that CGTC is responsive to employee engagement surveys. Putting this particular element of feedback in to practice was reactive and perhaps highlight CGTC as being a reactive employer rather than conscious or conscientious as an employer. Given time and resource this could have been improved by delivering to smaller groups over a longer time frame starting with the areas of the business that scored lower in the engagement survey, addressing the specific points of feedback that were received. Since the sessions were booked in, and over the course of the last week since they began, I have heard comments from people that it came across as a tick-box exercise to address the feedback. To combat this, follow up calls could be arranged 6-8 weeks after the initial call to find out what people have done with the commitments they made at the end of this session to improve communication and see what changes have come from it. Whilst 'intention - impact' is part of the Company Induction for new starters, this could be fleshed out into its own workshop as part of new-starter onboarding / post-probation onboarding
Challenging conversations goes far beyond 'breaking bad news'. There are more common and challenging conversations everyday with difficult patients, colleagues etc. These should be discussed
But I feel it should include other scenarios of difficult conversations in medical practice. Angry patient, dissatisfied patient, line manager behaving badly etc Being assertive etc
Very good interactions between colleagues. Good facilitation by Claire.
See above - would like more challenging situations!