Difficulties in the Training Team | CNA Priručnik

When the trainer takes up too much space

nenad — Wed, 14 Apr 2021 11:01:23 +0000

If someone from the training team is always the first to speak up in a discussion and speaks for much longer than others, this can result in the participants being less active and more withdrawn. When I sense that this is happening, I react by discreetly pointing out that discussion interventions should be shorter, and if this is not possible, I speak up and voice my concern and need. I would, of course, consult with the other team members beforehand, discreetly (without causing disturbance), to see whether they get the same sense and I would not interrupt unless at least one of them agreed with me.

When colleagues from the training team voice different opinions

nenad — Wed, 14 Apr 2021 10:51:28 +0000

Some people hesitate to express an opinion different from that of their team colleagues, because they worry how the group will take it. I stick by the rule that “you should always be allowed to say what you think”. Training is a place where we learn to be free to express ourselves and free to resolve conflicts that arise. That some of the participants may see differences opinion within the training team as a weakness should be of no concern to anyone.

Unspoken needs

nenad — Wed, 14 Apr 2021 10:46:03 +0000

I expect from the team members that they will each be able to express their needs about, for instance, the amount of responsibility they are prepared to take on or the amount of support they need. Although I am prepared to support those with less experience in expressing their needs, I am not ready to take on the responsibility of expressing and meeting their needs for them. After all, one of the prerequisites for working as a trainer is being able to take care of your own needs. In practice, an action intended to support someone may be perceived as such or it may create confusion or be perceived as competition. That is why it is important for everyone to articulate what they need in terms of support without putting the rest of the team in a position where they have to hazard a guess.

Unclear line between the roles of trainers and participants (i.e. confusion created by the trainers)

nenad — Wed, 14 Apr 2021 10:53:32 +0000

This dilemma does tend to come up. Most often it is when discussing current social problems and analysing their causes and consequences, because in such situations people are easily upset or angered. As a trainer, it is important to me to present my view and expose myself to an extent comparable to what is required of the participants, but for the role of the trainer it is important that I do not enter into competition around trying to prove who is right, because this could make someone feel personally hurt or attacked by the position that I present. If that happens, there will be a loss of trust which will affect the rest of the workshop or training. It is important to discuss dilemmas within the team. It is also important that the training team substantively participates in the work and that they present their experiences and opinions, as long as this does not turn into a series of monologues and as long as others are not expected to accept these interventions as the conclusion or the truth. With experience, it becomes easier to balance the exchange with participants and the responsibilities you have as a trainer for the overall process.

Team coordination

nenad — Wed, 14 Apr 2021 10:39:04 +0000

The training team has the right to not be coordinated! Spontaneous and disparate reactions from the team may sometimes seem awkward or disruptive, but you should keep in mind that they can also contribute to the credibility of cooperation despite differences that the training team seeks to demonstrate. And don’t worry about how some of the participants will view the situation, whether they will find fault with some misstep you make. Everyone will have their own reasons for the personal judgement they espouse. I personally find it most important to be free, to not be tied down by “loyalties”. There should be no pacts among the team about refraining from contradicting each other in front of the group. If I need to publicly express an opinion that contradicts a team member’s, I will usually do so, unless I think it might have an undesirable effect on my team partner (e.g. making them lose self-confidence), in which case I will find an opportunity outside the workshop to express my opinion. The best team is one where everyone is free to be who they are, without holding back or feeling inhibited.

Summing up/offering commentary/assessing

nenad — Wed, 14 Apr 2021 10:42:04 +0000

If, near the end of the workshop, someone reviews the “lessons learned”, assesses the participants or offers commentary on the process, this would contradict the style of working that I advocate – so I would be concerned if I received feedback that I was doing it myself. And if someone on my team did this, it would be important for me to share my perspective as soon as possible and discuss this issue so that everyone could understand both the individual attitude towards and experience of the situation. Participants often expect some sort of final verdict from the trainers, determining who was right. When trainers avoid taking a stance, this can be perceived as distancing themselves from the group, which may give rise to a feeling that the trainers are observing and judging. Of course, there’s no reason why the trainers shouldn’t express their thoughts and feelings in general: they just have to be careful not to let these interfere with the work or be prejudicial to it.

Quick reactions

nenad — Wed, 14 Apr 2021 10:44:26 +0000

Not having quick reactions can sometimes be problematic, but hasty decision making is equally problematic in its own right. In both cases, it is important to remember that I am not running the workshop alone and that I have a team around me who are able to give me signals that I can compare with my own perceptions and assessments when making decisions. I usually agree on a signal with the team when they need to tell me that there is an urgent need for a procedural intervention (not just a comment on the content of the workshop).

Poor concentration

nenad — Wed, 14 Apr 2021 10:43:40 +0000

Concentration will vary throughout the day. It is important to be aware of this and to take it into account when looking at the tasks ahead. I need not necessarily give up on more difficult tasks if my concentration is poorer, but it is important that I communicate my state in order to ask for additional care and support from the team members. When I notice that someone on the training team has lapses in concentration, I will try to offer help and check both my perception and any possible causes. Everyone on the team has the right to say: “Although I was supposed to run this workshop, I don’t really feel up to it right now, can someone replace me?”

Lack of support from colleagues on the team

nenad — Wed, 14 Apr 2021 10:48:48 +0000

Different people will see different things as support. This is why exchange during preparations for the training about what each team member sees and needs as support is a way to prevent anyone feeling they lack support. For me, an indicator of support is being present – when the team is following what I am doing and trying to support me with questions, advice, a timely hint or warning, etc. When I don’t have that, my first question is why – what is preventing them from being present?

Lack of initiative

nenad — Wed, 14 Apr 2021 10:42:52 +0000

If I think someone from the team is not taking the initiative as much as expected, it is always important to raise the issue at the team meeting, because the causes can be very different. It is important to explain that we do not all have to have the same level of initiative, and that this is not a problem in itself but it should be discussed. The issue may be caused by my excess of initiative, or it may be down to a personal matter – maybe someone is feeling a bit under the weather, or they are distressed by something, etc. Communicating a personal state that limits us in our activity is very important for teamwork.