Monday, April 21, 2014

Leadership Experience Dq

1) Reflect on a leadership experience you had where you had to manage change. Explain the situation, strategy you chose and why you chose that approach.

 I recently became the public relations chairperson for the Alfred State College Voices Club. My approach was the use of rational management of change. I planned out an outline of all the reasons why the club was a good club as a whole, but some changes could be beneficial. I meet with the director of the club to discuss the pitfalls of the club and my thoughts and ideas about how to approach these issues to strive towards a positive change. I found the meeting a very good experience and the director was receptive to suggestions towards making the change and I felt good about making change. I noted that the fall of 2014 would be a good time to make the changes because the club had several members graduating and the majority of the membership left was underclassmen. I am looking forward to the fall and the new plans for change, but I do realize that I will have to maintain my plans based on change management. There is at least one strong member that will be a senior in the fall, with three years of membership in the club, that maybe resistant and angry because they desired to be a club officer but did not receive sufficient votes by the members to hold any office.  


   2) Explain the most effective leader I have ever been around and their change management approach and if     they were effective.

Some characteristics of an effective leader that I think are important are: face and solve problems, communicate clearly, regularly, and purposively, be trustworthy, scrupulous, show respect of all members, possess passion for their mission, treat employees/people fairly, show confidence and integrity, care about people, and be empowering. They also should possess genuineness, supportiveness, attentive listening abilities, admit their mistakes, not be afraid to ask for help, be open-minded, competent, and responsible, guide by example, display candor, empathy, and compassion.

I know that these are all important and desirable, but also a very big expectation. In the ideal world this is what I would like to see in an effective leader. Unfortunately to date I have not seen a leader with these qualities.  I have met many leaders in different situations and witnessed a majority of these traits, but they all demonstrate weaknesses. I feel that is where a good member can come forward and assist their leader by filling in the traits that need to be accomplished. I have witnessed many “right-hand-men” so to speak and they many times are too focused on their own promotion or maybe even taking over the leader’s position that they do not provide an adequate supportive environment.  I feel that success of a group only comes by a strong leader, but also with faithful and consistent members for a cause.

Friend Interview


Liz Raterman

1) What was the biggest initiative she has ever been part of?

Liz Raterman stated that the biggest change initiative she has ever been a part of is advocating for the Lesbian Gay Bisexual Transgender (LGBT) community.

2) Did this leader use rational or emotional approach to the group’s change?

Liz used a more emotional approach to advocate for the LGBT community. She was advocating for change on the Alfred State College campus to heighten awareness and acceptability of the club’s members. She feels that the initiative is slowly becoming more acceptable and therefore her change initiative has been progressing towards success.

3) How would this leader manage change differently if Jonathan Kotter’s suggestions were used?

Liz realized that this could be a difficult project because most people are resistant to change. Accepting a concept they know little about can promote fear. She felt a need for progression of the club and thought it was something that needed to happen soon. She also knew it was going to be more difficult because she was advocating from the bottom up rather than the top down. She knew she already had a strong coalition of support from other club members, but some were resistant because they feared they would be singled out and discriminated against. Some of the members of the club had the vision that the club could attract a larger membership if the overall campus climate was more accepting. 

She questioned if the campus had a readiness for change. What would be the correct timing? She realized that too much pressure can seriously affect the success of the change and that the large population base would make the change come slower. She felt that the club had formed due to common interest, but really did not have a firm structure. Because the club was already formed she knew that a strong structure had not occurred at the early formation of the club, therefore the preparation for the management of change needed to be accomplished at a much higher level. The vision of the change needed to clearly highlight the: who, what, why, when, and how the change process was to occur. Liz felt it was critical for the club members to see commitment to change. “If they cannot see this, the change effort will most likely fail. If they can see that change is possible and exciting, members will feel more empowered and are more likely to buy into the prospect of change and work hard to make it happen,” Liz commented. She continued by saying that she won strong support from the club members because they realized that they too felt that change was needed. She was highlighting the gaps in the current situation and opening up to the opportunities that the club could have for change to take place.

 She realized that to build effective communication, there needed to be clearly stated challenges, deadlines, and assignments for every member to complete. By stating all of the expectations, she strived to alleviate the members’ fears. She demonstrated an understanding that there was going to be resistance, questions, and concerns that club members would have. Often times change initiatives derail because leaders and club members are so focused on the end results that they are unwilling to change course, even in the face of obvious obstacles. Liz realized that now that the club is making strides to better recognize that sustainability is very important to keep the club on track.  She fears that the club may slip backwards into the “old ways of doing things” as the club continues with the change process moving forward.

Liz realized that she had many obstacles that she would face to have the club more organized. However, she stated that by trial and error she realized how to deal with the group as a whole and move forward. She had never studied change management and was at a deficit, but I feel that the challenges that she did overcome were multiple and highly charged issues and she was still able to rally the members and move on towards the change that she desired. I think these contests to Liz’s leadership skills.


Contingency Approaches to Leadership

The leadership situation that I am applying is the dynamics of the Japanese Dance Club (JDC). I recently joined the Japanese Dance Team which seeks to promote participation and appreciation of Japanese dance. 

1. Leader-Member Exchange Theory is when the leader has a unique relationship with their followers. This theory has three components: role taking, role making, and routinization. Role taking is the opportunity to evaluate follower performance and potential. The JDC leaders give anyone a chance to join and learn the culture of Japanese dance. They carefully assess your progress and teach you the movements of the dance multiple times. If you are having difficulty mastering the movements, they demonstrate how to correct. Role making is trust building. When I joined the club I felt very welcomed and appreciated. They treated me like a family and it made me feel like I could be myself and not be worried that they would judge me, while at the same time, making great friends for life. Routinization is when relationships are well established and when similarities and differences become equal. I feel this in JDC because I am never intimidated that I will appear awkward because we are all different but treated equally. I feel a connection to them and loved by them for just being me.

2. The Normative Decision Model of Leadership is how much input the followers have in decision making. The choreography leader in JDC for the choreography of the dances informs you of what you will learn and how you will do it. The followers can choose what different dances they can be in depending upon the number of dancers. The choreography is accepted and appreciated by the followers. The situation is learning the dance in a specific time period.

3. The Situational Leadership Model has 2 parts: the task behaviors and relationship behaviors. The task behaviors is the extent to which the leader tells the followers their responsibilities. JDC tells you exactly what you need to do. The leaders do the instruction, but also participate themselves. The outcomes of the tasks are based upon accomplishment and follower readiness. Follower readiness is the ability and willingness of the dancers to accomplish the task. I have high follower readiness because I am very willing to accomplish the task and strive to develop my ability. Relationship behaviors are ways communication occurs between the leaders and the followers which involves listening, explaining, encouraging, facilitating, and clarifying. The relationship behaviors are high in JDC. The leaders listen to you if you have questions, help you if you do not understand something, demonstrate and clarify the movements for you, take it step by step and encourage you to do your best. 

4. The Contingency Model of Leadership is selecting the appropriate leader to achieve a determined goal. Low LPC leaders are motivated by the task and high LPC leaders are motivated by the relationship with the followers. I think the leaders of the Japanese Club are motivated by both because the task is important to them, but having a good relationship with them is equally important. The outcome is an effective group performance while having a good time. The situation favorability is the amount of control a leader has upon the followers. I would not say they control us but they do strongly encourage everyone to come for each practice. The follower’s interactions are the relationships with the leaders.

5. The Path-Goal Theory is a cognitive approach to understanding motivation. The leader is supportive, friendly, genuine, approachable, and haves concern for the individual needs of their followers. In Path-Goal Theory it is necessary for the leaders to demonstrate the ability to listen to concerns, set goals, improve performance having followers perform at their highest level, and put forth the necessary effort to have success. The JDC possesses and participates in all of these qualities and ideas. All members of the club work hard to improve the performance and produce at the highest possible level. The leaders are very approachable and I am not afraid to ask for help. The situation involves task characteristics and authority. The follower expectations are traits, skills, abilities, expectations, and perceptions of group abilities.
       Overall after studying all the types of leadership models I now know why I am satisfied with this club. They have made me feel accepted and they have actively worked towards my growth as a performer and understanding of the culture.  The club leaders are good examples of utilizing a variety of leadership styles successfully and the followers in the club work well together because we have a strong and positive leader influence.

Saturday, April 19, 2014

Nelson Mandela

I chose to read about Nelson Mandela in his autobiography Mandela an Illustrated Autobiography. I selected Nelson Mandela because he recently died and I was curious about his impact in the world because I did not know about him except that he was the former President of South Africa.

Rolihlahia was his given name which means “pulling a branch of a tree or troublemaker.” He was born on July 18, 1918 in a very small village of approximately 200 people, named Mvezo in South Africa. His father Mgadla held a very prominent position as council to the chief of the Thembu tribe. Rolihlahia lived in a hut that was beehive-shaped, had mud walls and a grass roof placed on government land requiring paid rent. The floor was made of dirt and was kept clean and smooth by regularly smearing fresh cow dung upon it. He dressed in a blanket and walked everywhere barefoot and ate mostly corn, sorghum, beans and pumpkins because that is all his family could afford. There was one general store and two very small primary schools. The tribe was generally not well educated and no one knew how to read or write. He was raised to follow customs and rituals, and respect taboos of his people (Mandela, 1996).

Rolihahia’s father died from tuberculosis when he was nine years old and he was placed in the care of his father’s cousin Jongintaba Dalindyebo, who was chief of the Thembu tribe. His religious faith was very important to his new family and because he was now a member of royalty, he attended a Wesleyan school and college, becoming the first in his family to ever receive formal education. When he started school he was named by his teacher, Nelson Rolihlahla Mandela. He proved to be a bright student and attended Fort Hare, the University of South Africa, and the University of Witwatersrand. While he was at Fort Hare University seeking a Bachelor of Arts Degree he did not finish because he became involved with the Student Representative Council. He joined a boycott against university policies and consequently was asked to leave the college. This was his first recorded political activity (Mandela, 1996). He completed his Bachelor of Arts Degree at the University of South Africa through correspondence and studied law at the University of Witwatersrand where he met activists who greatly influenced his life and became a member of the African National Council (ANC). His membership with the ANC was when he first discovered his core moral belief that all races should be treated equally. He felt that any discrimination that was based on color was ignoring the laws of freedom (Mandela, 1996).

During this time in Africa apartheid existed and black Africans were forced to use segregated housing and public facilities from whites. His vision of government focused on extinguishing apartheid (Nelson, 2014). In 1991, Mandela joined forces with President F.W. de Klerk and worked to write a new constitution for South Africa that took effect in 1994. A coalition of government was formed with a non-white majority, marking the official end of the apartheid system. This can relate to our country’s history because of the acts of violence and the separation of blacks and whites in the civil rights movement and even today racial segregation exists (Apartheid, 2010).

Mandela was President of South Africa from 1994-1999. He continued to extinguish apartheid during his presidency through tackling racism, poverty, inequality, and fostering racial reconciliation. While continuing the former government's liberal economic policies, his administration introduced measures to encourage land reform, combat poverty, expand healthcare services and mediate international conflicts (African Library Project).

Mandela was a controversial figure for much of his life, but he nevertheless gained international acclaim for his activism. Mandela, later in life, became an elder statesman, focusing on charitable work in combating poverty and HIV/AIDS through the Nelson Mandela Foundation. He received more than 250 honors, including the 1993 Nobel Peace Prize for his efforts ridding apartheid from South Africa, the U.S. Presidential Medal of Freedom, the Soviet Order of Lenin and the Bharat Ratna. Perhaps his greatest honor was being known by his country as "the father of the nation." He died in 2013 at the age of 95. He remains a powerful figure devoted to peace and social justice in his country and around the world (Nelson, 2014). 
What I found most interesting about Nelson Mandela was that he was given opportunities that many African children do not receive. Africa is known for being poverty stricken, prevalent with AIDS, malaria, and having high illiteracy rates. Compared to the United States, Africa has a 63% illiteracy rate and the U.S literacy rate is 99%. Of the top 10 countries in the world for the lowest literacy rate; 9 are in Africa (African Library Project).50% of all people who live in Africa live below the poverty line and 1 in 6 children will die before their fifth birthday because of extreme poverty (Smedley, 2014). The culture of poverty says that people that are born into poverty are socialized to remain in poverty and this is true of many adults and children that are below the poverty line (Segal, 2013). A large health issue that continues for Africa is AIDS; 70% of the population is living with the disease as of 2012, and a total of 1.2 million children and adults die because of the disease (Stats Worldwide, 2012).

The most important aspect about Nelson Mandela was he stood up for what he believed in and what he felt needed to be changed. He started a revolution against the apartheid movement and because of his strong passion for this cause he was imprisoned for almost three decades and released in 1990. This displays great dedication and leadership to his cause. This act of heroism sheds light onto the different political cultures that differentiates the United States from Africa. Americans are able to actively display and advocate for their specific passions and causes without the fear of being unjustly arrested unless their actions entailed something illegal.

Nelson Mandela was a remarkable man that everyone should be able to identify with in some way. Upon reading his life story many events in his life made me take pause about my own life. I was not born into poverty, raised without my bio father but by my single mother who worked full time to meet the needs of my family. I was raised in a very rural area and I can identify with the corner store because we had to travel 30 miles one-way to get to the nearest supermarket. I did not live in a mud hut, but in a remodeled two story house. I could not identify with his lack of clothing. I have so many clothes I have a hard time finding enough storage. I could not identify with his limited quantity and poor quality foods because I count my calories to control my weight and have a wide variety of delicious foods available to me. Like Mandela I was raised with a strong religious background that I know influences my decisions every day. I have experienced education like Mandela having graduated from high school with a regent’s diploma, Corning Community College with an Associate’s Degree in Liberal Arts, and Alfred State College with an Associate’s Degree in Human Services. I am currently at Alfred State College to obtain a Bachelor’s Degree in Human Services Management. Like Mandela I desire to help others. I support any event on campus where money is raised for causes I believe in. I am a member of the SOS organization and I have participated in disaster relief, Habitat for Humanity, was a girl scout for 13 years accomplishing many community services projects, traveled twice to Mexico to help build a mission for blind children, and participated in many day service events. I could freely participate in all of these organizations and causes without fear of retribution by my government, unlike Mandela. I struggled with learning about Mandela’s life because he suffered so for the good of his country.

 
Works Cited

Africa Facts (n.d). African Library Project- Retrieved March 9, 2014 from

http://www.africanlibraryproject.org/our-african-libraries/africa-facts
Smedley, M. (n.d.). Poverty in Africa. Retrieved March 9, 2014, from thtp://www.slideshare.net/guestc5d67cdd/poverty-in-africa


Work Style

1. The best motivational style that a manger should use on me is structure and organization. I like things to be predictable, ordered and planned. I love routine, focus on timelines and deadlines and work through each plan diligently. Structure formed by routines and timelines help motivate me. I have impatience with errors, and my detail orientation is maintaining my progress and my productivity.

2. Empowerment is the style I would use to motivate others. Empowerment is a very effective way to get people to cooperate and support the message you are trying to get across. If an employee is empowered they will be self-determined, develop a sense of meaning, high competence in their abilities, and high influence. An employee that lacks empowerment will not be determined, sure if what they do is important, and be low in competence abilities and influence

3.  I am intrinsically and extrinsically motivated. I used to be just strictly intrinsically motivated. I loved being by myself and hated working in groups. But since I have come to Alfred State I have grown in myself and have become more extrinsically motivated. I love having lots of friends, I do not dislike working in groups, and I enjoy being social.

4. The most motivational speaker/experience I have ever had is when I went to hear Al Gore. Before I went to see him I was not really interested in environmental issues with the Earth, but after I listened to him I actively started to care and became a huge environmentalist. The way he presented his message really motivated me.
 
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2013). Leadership: enhancing the lessons of experience. Homewood, IL: Irwin.

 

Adolescent Males Topic Paper

Adolescent males live in a society today that glorifies violence and gives power and recognition to people who commit violent acts. They are constantly bombarded with thoughts, visions and actions towards violent masculinity. This is the formative period in an adolescent’s life where they are growing from childhood into adulthood and are establishing their own identity (Morris, n.d). Anger can be so overwhelming for the adolescent that a professional utilizing effective communication can redirect the anger process.

This time of life is very stressful, turbulent, difficult, and challenging for young male adolescents. They are exploring their identity in relations to others, trying to understand the complex world of emotions and social relationships, and learning to fulfill gender stereotypes and gender roles. They are overcome by strong negative emotions due to hormone and pubertal development (Underwood, 2003) and a rise in testosterone levels during puberty influences their feelings of anger (Murphy, 2006). There are added pressures from trying to fit in, seeking social acceptance and the respect of their peers (Morris & Orr, n.d). Many adolescents experience feeling of fear, disappointment, depression, worry, and bitterness (Arnett, 2007).

Living in a dysfunctional family can have a great influence and make young males more prone to violent behavior. The early years of childhood greatly influence the attitudes of an adolescent (Morris & Orr, n.d). Adolescent boys absorb and model their behavior from socialization at home (Clements & Ferren, 2005).

Family conflict and disorganization is the biggest influence in participating in risky behavior. Inconsistent and lenient discipline, lack of monitoring of activities, and lack of warmth and availability from parents can cause engaging in risky behaviors to increase. Divorced families have an even higher risk for delinquency (Arnett, 2007). Adolescents have a strong desire for individual autonomy, and want support from their parents, but often do not receive it (Underwood, 2003). Dysfunctional families have closed communication styles demonstrated by the use of yelling, blaming, sarcasm, and silence (Vernon, 2004). They utilize anger as coping skills and violence to resolve their feelings of anger. Chronic exposure to high levels of violence leads to aggression, anxiety, depression, post-traumatic stress disorder (PTSD), and self-destructive behaviors. When the adolescents become seriously involved in a risky behavior, the more it has to do with their environment (Flannery & Huff, 1999). Outside the home, society influences such as utilizing avoidance learning and crime fighters, teach adolescents how to give and receive violence. Avoidance learning is a negative view that playing with dolls, doing feminine activities, and crying are taboo. Crying is considered showing that the adolescent has remorse and is considered childish and immature (Campbell, 1993). Crime fighters are popularized and glorified in toys, media and gaming.

Many young males that have had role-models with inadequate communication and coping skills often feel helpless and overwhelmed, and do not know how to express their anger in acceptable ways (Campbell, 1993). They may become disruptive, argumentative, withdrawn from society, and develop antisocial behaviors (Shah, 2010) If they feel depressed and lonely they are more likely to explode when frustrated (Clements, 2005).

The challenges faced by adolescents today are greater than previous generations. Currently adolescents are experimenting with drugs at an earlier age, are two times more likely to be victims of violent crimes such as aggravated assault, robbery, rape, and homicide, and when under the age of 15 are twelve times more likely to die from a gun (Vernon, 2004). The higher the levels of disappointment, rejection in love, low performance in school and low self-esteem, increases the probability of angry outbursts that can escalate into violence (Arnett, 2007).

Aggression can be central to a young adolescent’s view of how manhood is defined. Adolescents use aggression and violence to be manly or tough, show and gain territory, compete with males, win socially, and instill fear and control in others (Campbell, 1993). When a male adolescent experiences a trigger, the reaction can be an angry response. Anger is an emotion that is expressed when they perceive that they have been offended, wronged, or denied in some way. Anger occurs when a person makes a conscious choice to take action upon someone else who they believe is threatening (Meier Clinics, 2014). Anger can be demonstrated physically and/or mentally. Physical signs can be a fast heartbeat, sweating, shaking, clenched jaws, clenched fists, fast breathing, stomach aches, tense body muscles, frowning, scowling, redness of the face, yelling, swearing, withdrawal, pacing, throwing objects, threatening others, and passive-aggressive behavior. Mental symptoms can be concentration problems, ignoring schoolwork, or falling behind, taking sides, blaming others, confusion, short-tempered memory problems, irritability, and thoughts of harm to self, others or animals (Free Anger Management Worksheets).



An adolescent when they harbor feelings including feelings of hurt, fear, protection of self, and frustration demonstrate the utilization of the coping skill of suppressed anger. Feelings of hurt can include: rejection, emotional pain, anguish, guilt and physical pain. Feelings of fear can be due to not feeling in control of their life or the situation, or loss of their security, safety, reputation or self-image. Developing adolescents strive to protect their self-image and self-esteem and are concerned about how their peers view them. These are important aspects of their struggling development that is difficult for them to manage. Any one or a combination of these feelings can cause them to have feelings of inadequacy and not being able to control their lives. Their frustration can increase when their goals are blocked and injustice occurs that enhances their feelings of powerlessness and consequently they react, utilizing anger (Murphy, 2006).

Troubled male adolescents externally communicate their feelings of anger and desire for violence and this affects the external world of the adolescent. Externalizing increases when parental control and monitoring are lacking and the adolescent lacks self-control. They engage in delinquency, fighting, substance abuse, risky driving, and unprotected sex (Arnett, 2007).

Male adolescents will use anger as a coping strategy that can grow escalating into an act of violence. The types of violence include: relationship, situational, predatory, and psycho-pathology. Relationship violence is the most prevalent causing a pattern of poor communication skills and a cycle of abuse that happens amongst their family, friends, and companions. Situational violence develops quickly and can be intensely fueled by poverty, low socioeconomic status, access to guns, poor problem-solving skills and access to alcohol or drugs. Predatory violence can be sought to give themselves feelings of belonging. They gain these feelings by intentionally joining gangs, participating in muggings, and robbery with “friends” and a variety of illegal activities. Psycho-pathology violence is rare, extreme, repetitive, and involves some type of psychological trauma (Flannery & Huff 1999). Often sociopathic or psychopathic personalities develop overtime due to relationships of repetitive abuse, situational lives full of poverty, predatory desires to belong or mental illness. Adolescent males are at high risk for dramatic and frequent negative dysfunctional behavior (Flannery & Huff, 1999). There are extreme cases that have experienced repetitive feelings of inadequacy and not having control of their lives. An effective communicator cannot put a stopper on the anger, but needs to get to the root of the problem and solve the underlying issue. This is critical because if the root of the problem is not solved it will manifest later in life (Gregston, 2011).

Communication is one of the most important aspects that a Human Service professional needs to master (Roberts & Bucksey, 2007). Adolescent stress and traumatic experiences can influence their level of maturity, beliefs, attitudes, health, behavior, and ability to communicate well with others. When a professional works with a troubled adolescent they need to consider: the audience, source, context, goal, message, media, and feedback. The audience would be defined as the communicator working with the adolescent. The source is who is initiating the action and are they credible to the adolescent. The communicator through the use of words and actions must be able to establish credibility, rapport, and convey warmth (Morris, n.d.). Context is the environment where the communication occurs providing a one-on-one private area. Maintaining confidentiality is very important creating a safe environment to overcome angry, painful and volatile feelings (Clements & Ferren, 2005).

Effective communication needs to have direction and set goals to make the future better for the adolescent. Some thoughts that the communicator needs to define would be: what does the adolescent need, what has to happen for them to achieve it and what will happen if the issue is not resolved now (Hattersley & McJannet 2008). Characteristics of constructive goals address the most pressing issue first that is presented by the adolescent. The first thought presented may not be the true issue that is causing an angry response, but it is a good starting point. The communicator needs to clarify the urgency early on to ensure that the anger is not at a point where the adolescent may harm themselves or others. The communicator helps the adolescent form the thoughts to be mutually constructive, specific, clear, easily restated, operationally defined, realistic, prioritized, and overall conducive to improve the adolescent’s life (Hutchinson, 2012).

The setting of goals involves good communication skills. Goals need to summarize the main ideas, change the issue into a goal, prioritize, brainstorm for solutions and examine how this goal will affect the adolescent as well as everyone else in their life. The communicator must clearly state the goals so that the adolescent will take ownership of the issue and be able to transfer their feelings into a goal. The communicator can guide the structuring of the goals by asking the adolescent three important questions. What are they going to do, under what conditions are their actions, and what is the length of time it will take for the goal to be completed. The communicator needs to help the adolescent develop a contingency plan because each plan needs to have back-up goal in case the original goal does not work (Hutchinson, 2012).

Goals set clear direction to reach desired results that are to be achieved and how the communicator will motivate the adolescent to reach those goals. Goals are an important aspect of the communication and can make the future better for the adolescent by sorting out what does the adolescent needs and what needs to occur for them to achieve it. The message offered by the communicator is what steps are required to select and achieve the appropriate goals while using a variety of forms of media where the communication. Feedback is ongoing and is used to frequently check to be sure that both the communicator, as well as the adolescent, clearly understands each other. Constant feedback is given for the purpose of indicating how the adolescent’s input affects others, evaluating their progress, and supplying them with information based on the communicator’s observations (Hutchinson, 2012). Each participant in the process needs to be aware that even though certain paths of communication have been planned, many times it takes on a life of its own and just happens (Hattersley & McJannet, 2008).

Effective communication has perceptions, expectations, and demands. Communication is directed by the perception of whether or not the adolescent is receiving and accepting the information being discussed. The expectation is that adolescents tend to hear what they desire to hear and block out what they feel is unfamiliar or threatening but both need to be able to adjust their responses within a desired framework. The demands are the adolescent actively work towards taking action at controlling their anger and believing positively in something. To make the perceptions, expectations and demands successful it is important for both parties to give their attention, and communicate their understanding, insight, and support to each other (Hattersley & McJannet, 2008).

There can be many barriers to effective communication, especially with adolescents. The adolescent may feel isolated, apprehensive, disoriented, confused, and possibly hostile about communicating with anyone about their concerns. Before effective communication can occur, immediacy is an excellent skill to use to gain an adolescent’s trust, when they are being distant from the communicator, or when there is a power struggle. Immediacy is a type of feedback that is not related to what is being discussed but is general comments, observations and non-threating questions posed to the adolescent about their life and activities. This technique can relax the adolescent and give them the message that the communicator cares about them as a person. It provides a leading pathway towards what issues are paramount for the adolescent and gives a starting point for discussion.

The three further essential ingredients to develop a successful communication relationship are: congruency, unconditional positive regard, and empathetic understanding. A communicator needs to be congruent in showing their genuineness within the exchange. The communicator cannot be the all-knowing, higher power over the adolescent demonstrating rigidity and a controlling attitude. A showing of unconditional positive regard is a nonjudgmental acceptance by the communicator towards the adolescent. Each adolescent is unique and needs to be treated as an individual by the communicator. Empathic understanding is accepting the adolescent for who they are and where they are in their life. The communicator indicates a true understanding of their point of view by putting themselves in the adolescent’s situation. Incorporating these elements build a safe environment for the adolescent and are essential for effective communication (Hutchinson, 2012).

To consistently build an effective communication, one must listen carefully; make eye contact, show mutual respect, and interest, be honest, show compassion and patience while emphasizing the adolescent’s strengths (Morris, n.d.). The communicator hopes to encourage the adolescent to express their emotions with the goal of helping the adolescent find appropriate ways to deal with their emotions in a socially acceptable manner.

When the communicator begins to discover the root of the problem they need to use the open-ended question technique. Open-ended questions allow the adolescent to explore and talk about the issues that are bothering them. The communicator needs to listen attentively and show acceptance of the struggles in their life. The goal is not having the adolescent become defensive, but to open up and reveal their feelings. When probing questions are being asked the adolescent may become upset and the communicator needs to stop talking, become quiet and allow them to get their feelings out. Many times the feelings will be communicated as anger because the feelings have been bottled up and brewing and for a long time. The communicator keeps the exchange on track and allows the adolescent to openly express themselves. Effective communication needs to be a two-way street where both parts of the audience participates and exchanges ideas, discusses disagreements, impressions and feelings. Open communication allows the adolescent to feel they have control over their situation (Pincus, n.d.).

Paraphrasing, clarifying by asking the correct questions, actively listening, summarizing and providing immediate feedback are communication techniques used so that both parties can be sure they clearly understand what is being said. Paraphrasing reflects the content of what the adolescent has said, encourages them to discuss issues in more detail, and ensures that the communication has been understood by both the adolescent and the communicator. The use of clarification should occur by asking the correct questions to seek to better understand the comments that have been expressed by the adolescent. Confrontation can be used to clarify information when the adolescent says or does two conflicting statements or actions. Active listening is constantly utilized. Summarization reflects the content of the adolescent’s statements, requires more detailed information and takes a longer period of time. Immediate feedback is a necessity to ensure that the adolescent is aware that the communicator may not have all the answers to their concerns, but does have a plan to help them search for the answers (Hattersley & McJannet, 2008).

Another important concept when communicating with adolescents is the possibility of dual roles. Dual roles are the blending of the communicator’s professional role with the adolescent’s misguided feelings. When an adolescent male is angry and communicating the issues in their lives, they can begin to feel accepted and loved when someone is listening closely and not being judgmental. Consequently, they may develop feelings of sexual/emotional attachment towards the communicator. The communicator needs to not become emotionally involved and set clear boundaries. The ethical reasons why the communicator should not become emotionally involved is because it may impair their judgment, cause a conflict of interest, give rise to the danger of exploitation, and blur boundaries. The good manager of communication is not to be a friend for the adolescent, but to help them work through their issues that are causing their anger so they can achieve a better quality of life (Hutchinson, 2012).

Communicators can utilize multiple forms of media when talking with adolescents such as face-to-face encounters, in small or large group meetings, videos, letters and electronically (Hattersley & McJannet 2008). In 2012 the Ericsson Consumer Lab performed a survey of 2,000 adolescents 13-17 years of age questioning the ways they preferred to communicate. 58% selected meeting face-to-face, 28% preferred texting, 5% talking on the phone, 5% Facebook, and 1% video chat, Skype, Twitter, or email. Video chat is becoming more popular because it is similar to face-to-face, only through the use of technology. The study found that adolescents did not like to talk on the phone because they felt it was more for adult use. This study’s findings can be very useful for a communicator working with an adolescent male. Keeping up with technology is considered staying in step with modern society however; this research study indicated that the majority of adolescents preferred face-to-face conversations (Koehler, 2012). Some communicators ask the adolescent to journal their feelings and then the journal can remain a private purging or can be shared with the communicator to stimulate conversation or address issues expressed within the text.

There are many opportunities where adolescents can interface with communicators. Effective communication is vital to develop goals to constructively manage anger. Adolescents who become involved in programs can become less angry and potentially prevent them from engaging in risky or dangerous behaviors because they feel more connected within their school and community environment. Joining organizations such as: youth centers, youth groups, Concern for Youth, school clubs, summer recreation programs, anger management classes, mentoring programs, Big Brother Big Sister, extracurricular activities, and sports can provide opportunities for constructive communication.

Well managed communication between adolescent males expressing anger and effective communicators is very important. A Human Service professional who desires a career in adolescent care needs to be able to manage effective communication. Even though each of us have been communicating all of their lives practicing effective communication can be difficult. Each communicator brings with them their own individual backgrounds, personalities, values, strengths, weaknesses and personal goals. An effective communicator must consistently question their own beliefs and what they can learn from their audience. Examining and learning from their environment can improve their future communication style (Hattersley & McJannet, 2008). A person who is able to manage communication successfully can guide the angry adolescent down paths where they can discover the great and positive experiences that life can offer.

Vanrex, Inc.

 Mr. John Rubin
General Manager of Operations Vanrex, Inc.
One Country Drive
Hayestown, Oklahoma 12443


 March 28, 2014

Dear Mr. Rubin,

Due to your conscientious initiates I have been enlightened regarding the current struggles with incorporating a quality air management system with a proactive community relations program.
This particular combination can be challenging, but with a balanced mixture of courtesy, professionalism, accuracy, friendliness and time, we can strive to achieve a successful pattern of results.
       Vanrex has historically valued and shared with the community a strong commitment and given the highest priority and respect to the “good neighbor” philosophy.
The challenges you face impact our company’s reputation, efficiency and future growth, but together we will be able to persevere. By outlining a proposed efficiency plan and using a dramatic delivery of media communication to the employees of the company, as well as concerned members of the community, I feel progress can be made.
        Many factors contribute to the growing Vanrex-community tensions such as: periodically below level air pollution controls, long periods of time to achieve improvements and frustration and misunderstanding by the community members.
       The employees and community need to: Be provided with accurate, detailed information related to Vanrex’s steps towards controlling air quality.

1)      Be guaranteed that Vanrex is capable of performing at a much higher level of efficiency.

2)      Be reassured that Vanrex has the planning, innovation and commitment to reach satisfactory levels of performance.

3)      Receive media information monthly related to Vanrex thorough analysis of proposed solutions and a reassurance that the company will deliver.

 I would appreciate it if you would keep me abreast of new developments.

Sincerely,
Allison Hitchcock

Director of Corporate Communications