This document discusses nonviolent communication (NVC) and how to apply its principles in a workplace setting. It outlines different types of aggressive communication like threats, criticism, and passive aggression. NVC uses empathy, compassion, and understanding to resolve conflicts through observing objectively, identifying feelings and needs, and making requests rather than demands. Examples show how to rephrase statements in a more positive, collaborative way. Key takeaways include focusing on facts, speaking kindly, checking for understanding, giving praise, and paying attention to nonverbal cues.

1. 101 Nonviolent
Communication
How to communicate without
aggression with your team

2. Would you be able to
recognize violence?

3. Active
aggression
● threatening
● emotional terror
● shouting
● criticizing publicly
● lying
● quitting
● ignoring orders

4. Passive Aggressive
● being sarcastic
● giving minimum of effort
● hiding behind law
● being unreceptive to change
reality
● staying silent
● looking the other way
● accepting low standards
● refusing to participate

5. How do you communicate?
Ask yourself

6. Do I help people if they ask for help or
expertise?

7. Do I listen to other people?
As employee and employer

8. Am I passively sabotaging some initiatives
by ignoring them or not helping them to
work?

9. Do I make early judgments about people,
and not try to discover their potential?

10. There's no such thing as
a conflict-free environment

11. NonViolent Communication at work.
Why does it matter?

12. What is NVC?

13. Marshall Rosenberg
American Psychologist
1960 - Nonviolent Communication
(NVC) to help resolve conflicts
NVC applies to many areas:
● Relationships,
● Conflict Resolution,
● Parenting and Families,
● Personal Growth,
● Workplace,
● Healthy Body Image,
● Education

14. Compassion
communication
● framework for
communicating
● what we feel and
what we need
● helps ensuring
understanding

15. Concept of giraffe and jackal

16. Giraffe
Language of emotions and needs
Says ‘no’ when thinks ‘no’
Says ‘I’ and talks about herself/himself
Language of requests

17. Jackal
‘You must…’
‘You have to…’
language of demands

18. 4 steps of NVC

19. Observe
“I see …”
“I hear …”
“The situation is …”

20. Identify and express
your feelings
“I feel …”

21. Find the need behind your feeling
“I would like …”
“I need …”

22. Formulate a clear, positive,
double request
“Please will you …”
“Are you willing to do this”

23. Examples

24. Jackal: “He is so rude.”
Giraffe: “When I said “hello”, he looked in another direction.”
Jackal: “Mr Abraham is not at all able to manage his team.”
Giraffe: “Mr Abraham has explained the new strategy and has been interrupted
several times by different people.”

25. Manager: Could we meet at 5 p.m. to see how to deal with ….
Employee: I planned to leave at 5 p.m. I have been working late for weeks.
Manager (Giraffe): How are you feeling?
Employee (Giraffe): I still feel OK, but I need time for my family and friends
too.
Manager (Jackal): We’ve all been working very hard. This is an urgent case
and can’t wait.
Employee (Jackal): It’s always urgent. A better schedule would help all of us
to be more efficient.

26. Request vs. demands

27. Are you willing to help me out? Could
you please prepare the figures for the
next sales report?

28. Open vs. close questions

29. A) Will you get your work done this week?
or
B) What do you need to hit your deadline this week?

30. A-E-I-O-U Method

31. Acknowledge
See the positive intentions

32. Express
What you see

33. Identify
Propose a solution

34. Outcome
Outline the benefits

35. Understanding
Ask for feedback

36. Key Takeaways
● Avoid static language (good/bad, normal/not normal, correct/incorrect).
● Don’t compare
● Avoid subtle judgement words like should, ought and must.
● Avoid judgement words which are used to exaggerate, such as always, never,
ever, whenever, often, frequently and seldom.
● Always speak kindly, firmly and clearly.
● Focus on facts
● Switch on the empathy
● Double check “What I hear you saying is…”; “Am I correct in thinking that
your biggest concern is…?”

37. Key Takeaways
● Double check “What I hear you saying is…”; “Am I correct in thinking that
your biggest concern is…?”
● Set clear expectations around every project and objective
● When giving instruction, ask your colleagues to repeat back what you just said
to ensure you were fully understood
● Give praise generously
● Pay close attention to all non-verbal communication

38. Thank you

39. Source
.Book:
Marshall Rosenberg “Nonviolent Communication: A Language of Life”, 2003
Articles:
● http://www.nonviolentcommunication.com/index.htm 2016.04
● http://www.listeningway.com/cctutorial-1.html 2016.04
● http://firstround.com/review/power-up-your-team-with-nonviolent-communication-principles/ 2016.04
● http://jewishcurrents.org/wp-content/uploads/2016/02/non-violent-communication.gif 2016.04
● https://www.psychologytoday.com/blog/passive-aggressive-diaries/201306/why-passive-aggression-thrives-in-the-workplace 2016.04
● https://www.linkedin.com/pulse/violent-communication-work-am-i-my-peers-bartlomiej-zawadka 2016.04
● https://www.americanexpress.com/us/small-business/openforum/articles/8-ways-deal-passive-aggressive-employees/ 2016.04
● http://dziecisawazne.pl/zyrafa-szakal-co-znacza-symbole-porozumienia-bez-przemocy-2/ 2016.04
● https://www.cnvc.org/addressing-workplace-conflict-three-steps 2016.04