Training and Development Portfolio

Final Portfolio
By: Dylan Hildebrandt, Haley Rinzel, Jacilyn Kolasa,

Jonathan Schmidt, Shana Soul, Breanna Westra
Jacob Leinenkugel Brewing Company
Table of Contents
Client Contract.
3-4
Needs Assessment Instrument
5-8
Needs Assessment Results.
9-16
Needs Assessment Results with Visuals.
17-27
Training Bibliography.
28-38
Training Rationale Paper...
39-40
Training Objectives.
41
Training Plan
42-46
Participant Guide
47-69
Facilitator Guide.
70-104
Action Plan and Final Assessment
105-107
Students in CJ 350: Human Resource Development & Training at University of Wisconsin-Eau

Claire are required to research, develop, and implement a 1-2 hour training program for a client.
This contract identifies the expectations of the client and training team.
Expectations of Client:
Be available to be interviewed for 30-60 minutes during the initial/assessment phase of the
training program development and implementation process.
Provide access to employees, volunteers, and/or organizational members who can take an
electronic survey during the needs assessment process.
Assist the training team in finding 10 or more participants to attend the 1-2 hour training
during the training program implementation week noted on the course syllabus.
Any comments, questions, and/or concerns can be addressed to Dr. Nicole J. Schultz via
e-mail at schulnic@uwec.edu and/or via telephone at (715) 836-2690 at any time.
Be available for an exit interview for 30-60 minutes during the final/evaluation phase of the
training program development and implementation process.
Expectations of Training Team:
Select one team member to facilitate all communication with the client organization.
Communicate with the client in a timely and professional manner concerning scheduling all
meetings, survey distribution, and training program implementation.
Complete all elements of the assignments as detailed on the syllabus and semester
project overview.
Facilitate a professional training session that meets organizational needs, is wellresearched, and well-prepared and well-delivered.
Client Information & Signature

Organization Name: Jacob Leinenkugel Brewing Company
Representative Name: Kathy Schwandt
E-mail Contact:
KATHY.SCHWANDT@millercoors.com
Client Signature:
KATHY SCHWANDT
Training Team Contact Member Information & Signature

Team Contact Name: Dylan Hildebrandt
Telephone Contact: 715-459-4361
E-mail Contact:
hildebdj@uwec.edu
Contact Signature:
DYLAN HILDEBRANDT
TO: Kathy Schwandt, Jacob Leinenkugel Brewing Company

FROM: Shana Soul; Breanna Westra; Jon Schmidt; Dylan Hildebrandt; Haley Rinzel;
Jacilyn Kolasa, Training Team
DATE: March 13, 2015
SUBJECT: Needs Assessment Results
CC: Nicole Schultz, Ph.D., Associate Professor
The findings from the needs assessment survey distributed to the Team Leads and Tour Guides of
the Jacob Leinenkugel Brewing Company showed the different opinions of the employees about
the communication and leadership styles used in the workplace. With the information we have
gathered, we plan on designing and implementing a one- to two-hour training session with these
employees to encourage strong and effective leadership and communication strategies. We will
help both the Team Leads and the Tour Guides identify the differences in their positions and
recognize the appropriate ways to approach their daily duties. This report will go into further detail
of the findings of the survey and how we will develop the training program based on the results.
Below is a list of what will be included in this report:
Blank copy of the survey instrument distributed to the participants

Results of the survey
Visual graph representations of the data
Interpretation of the findings and development of the training program
Group Needs Assessment Instrument

This survey was compiled by Haley Rinzel, Jacilyn Kolasa, Dylan Hildebrandt, Shana
Soul, Breanna Westra, and Jon Schmidt as a needs assessment for Jacob
Leinenkugel Brewing Company in regard to an upcoming training and development
session taking place this spring. The purpose of this survey is to examine the needs
of Jacob Leinenkugel Brewing Company employees in regard to role responsibility
and team effectiveness. You will be asked a series of questions regarding team
leads, tour guides, and public speaking within your workplace. The questions will not
address any personal issues. The survey should take no more than 15-20 minutes
and all answers will remain confidential. By selecting the button at the bottom of the
page, you agree that you understand the conditions of the survey. Any questions or
concerns can be discussed with Dylan Hildebrandt at hildebdj@uwec.edu.
1. I have read and agree to the terms and conditions of this survey.
F
F
Yes, I agree.
No, I do not agree.
2. What is your position at Leinenkugel's?

F
F
F
Team Lead
Tour Guide
Other
3. How long have you been employed with Leinenkugel's?

F
F
F
0-6 months
7-12 months
More than 1 year
4. Rate the following statements from strongly disagree to strongly agree:

Strongly
Disagree
Disagree
Neither
Agree
nor
Disagree
Agree
Strongly
Agree
1. It is important to change the tour

routine based off the age of
attendees
2. It is important to have effective
communication between team leads
and tour guides for business
operations.
3. I clearly understand the
responsibilities of my role in the
workplace.
4. I am confident with my abilities to
speak in front of a large group of
people.
5. I think that feedback from my team
lead is important for my performance
at work.
5. Please choose the rating that best fits the statement:

Always
Ofte
n
Someti
mes
Rarel
y
Neve
r
1. I see strong leadership qualities

presented from my team members.
2. I believe that leadership roles are clearly
defined in my organization.
3. I believe that leadership roles are clearly
defined in my organization.
4. My tour group influences my attitude and
6
demeanor as a tour guide/team lead.

5. My job performance is influenced by the
attitude of my supervisors.
6. There are areas of operation that could be improved on in order to create a more
efficient workplace.
F
F
Yes
No
7. You answered yes to this statement: There are areas of operation that could
be improved on in order to create a more efficient workplace. In the space
below, please give an example of how these areas can be improved.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
8. You answered no to this statement: There are areas of operation that could
below, please explain at least one strength in daily operation you believe
makes the workplace efficient.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
9. Please explain the responsibilities of your role in the workplace.

________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
10. Please explain an example of a time when the clarity of communication

expectations between a team lead and a tour guide was unclear.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
11. What is a viable way to approach and fix the situation you previously
explained?
________________________________________________________________
________________________________________________________________________________________________________________________________
________________________________________________________________
12. What are some qualities that make a high-quality tour guide? Please
answer in the space below.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
13. What are some qualities that make a high-quality team lead? Please
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
14. What skills are required to be promoted from a tour guide to a team
lead? Why? Please answer in the space below.
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
15. In the space below, summarize a time when you had to adapt or change
your tour guide presentation to fit your tour group. How did you adapt/change
your presentation?
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
Jacob Leinenkugel Brewing Company Needs Assessment Results

Answer
1 Yes, I agree.
2 No, I do not agree.
Total
Response
9
0
9
%
100%
0%
100%

Answer
1 Team Lead
2 Tour Guide
3 Other
Total
Response
4
4
1
9
%
44%
44%
11%
100%
Response
1
3
5
9
%
11%
33%
56%
100%
Other
both Team Lead and Tour Guide

Answer
1 0-6 months
2 7-12 months
3 More than 1 year
Total
10
4. Rate the following statements from strongly disagree to strongly agree:
1
2
3
4
5
Question
It is important to change the tour routine based off the age of
attendees.
It is important to have effective communication between
team leads and tour guides for business operations.
I clearly understand the responsibilities of my role in the
workplace.
I am confident with my abilities to speak in front of a large
group of people.
I think that feedback from my team lead is important for my
performance at work.
Disagree
Neither
Agree nor
Disagree
Agree
Strongly
Agree
Always
Often
Sometime
s
Rarel
y
Never
Strongly
Disagree
Total
Respons
5. Please choose the rating that best fits the statement:
1
2
3
4
5
Question
I see strong leadership qualities presented from my team
members.
I believe that leadership roles are clearly defined in my
organization.
My job performance is influenced by the attitude of my coworkers.
My tour group influences my attitude and demeanor as a tour
guide/team lead.
My job performance is influenced by the attitude of my
supervisors.
6. There are areas of operation that could be improved on in order to create a more efficient workplace.
Answer
Response
%
1 Yes
9
100%
2 No
0
0%
Total
9
100%
11
Total
Respons
12
7. You answered yes to this statement: There are areas of operation that could be improved on
in order to create a more efficient
I believe that there could be a better and more open line of communication in the workplace.
I believe lately there has been an issue with authority, or who is more responsible (in charge).
Even within the tour guides I have heard things like tour guides bossing other tour guides
around when it's not their job. Also that tour guides aren't listening / helping out order & entry
people when asked. The only other thing is having a positive attitude. This is huge for me,
I think if you even pretend to be happy at work. You will have a better day at work & the
customers will be happier. You should never have a bad attitude when talking to customers
and willing to help them with anything & that goes along with coworkers as well.
I think things could be done to make the photo experience more efficient. Unless the lodge
is really busy, the person working it is just standing around half the time that they're working,
so they're getting paid to do nothing. Perhaps tour guides could take photos for their tours,
and then someone could edit and print them while they're on tour. When the tour returns to
the lodge, the guide would be responsible for showing guests their photos and selling them.
Less gossip around customers and less gossip in general
how tours operate during the summer could be improved the flow of the lodge,
not having photo in the corner and the greeter desk in the opposite corner
having winter hours, maybe shorter days or be closed on sundays during the winter.
There are some people who just bring the team down as a whole!
There are few tourguides that do not carry their weight in the lodge, nor do they
give quality tours to guests. These issues have been brought to management's attention,
yet nothing has been done. There is also cliques forming in the lodge, that prevents
inclusiveness and a good work enviornment.
Role of individuals, tour guides have a large amount of responsibilities.
Also clear communication of sales and in general
I think that the workplace will be much more efficient when they find somebody to fill the
position as Lodge Manager. There are many times where people stand around too much
when work needs to be done, and some tour guides that do not take pride in what they do.
8. You answered no to this statement: There are areas of operation that could be improved on in
order to create a more efficient workplace. In the space below, please explain at least one
strength in daily operation you believe makes the workplace efficient.
Total Responses
13

As a Team Lead, I over see the daily operation of the Leinie Lodge. I assist and lead my team
members throughout a shift. I am responsible for communication with managers and Lodge
guests, as well as handling any problems that may arise through the day. I am trained and have
the ability to work at every area of the lodge, including the bar and greeter desk. My duties
include opening for the day and closing and securing the building at night: this entails
opening/counting down registers and making sure that everything is clean, stocked and
prepared for the following day. I feel that the most important responsibility I have as a TL is to
make sure that I am an example for the rest of the team. My ability to do my job greatly affects
the rest of my coworkers for that day.
I typically work in order and entry and there I pull orders, pack, ship orders, ticket new items,
stock the floor, and answer the phone. Within that I have to make sure tour guides are ticketing
and stocking correctly. When I'm a Team Lead my responsibilities are to open and close the
lodge, help the tour guides, greeters, and bar tenders throughout the day, basically help
everything run smoothly in a day without the help of a manager.
I give tours, make sure the sales floor stays neat, tidy, and stocked. I also help customers
locate the merchandise that they are looking for, or check for additional sizes in the warehouse,
and make sure the bathrooms are presentable. Tour guides are also responsible for some light
cleaning after the guests have left the lodge.
tour guide: wash glasses, give tours, work cash registers, stock and size merchandise, general
cleaning, tag and fold merchandise
photo: take photos, edit photos, sell photos
When I'm team lead making sure the lodge is operating efficiently, helping whatever aspect
(greeter desk, bar, OE) if they are in need of additional support and being available for returns
or to confirm the beer giveaways at the registers.
When i'm a Tour Guide making sure to do what my superiors ask of me, keep the floor stocked
and organized, restroom recovery, checking out customers at the registers and making sure
they had a overall great experience, making sure i'm on top of when my tours are and always
being friendly, informative and willing to answer questions during the tours and even just back
at the lodge.
Team lead
I give tours and act as an associate in the lodge. I am also a team lead so I have some
managerial responsibilities.
Tour guide, stock the floor, cleaner, register
I believe that I am responsible to ensure that guests have a wonderful experience at the Leinie
Lodge.
14

I recall asking a tour guide to complete a task for me and having to later do the task myself
because the tour guide failed to follow through.
I think just doing small tasks that the Team Lead gives the Tour Guides, like stocking for example.
I've noticed that sometimes a tour guide is asked to do something and they will either just blow it
off or pawn it off onto someone else.
I honestly can't think of one off the top of my head. In my experiences, team leads are usually
pretty clear on what they would like us to do.
unclear about specifically what stocking or cleaning needed to be done
As Team Lead I often ask tour guides to complete tasks and sometimes they don't get finished
The way that you ask a tour guide to do something. It's all the way you phrase your request.
It is not that communication has ever been unclear, but some team leads give instructions as an
order instead of a request which does not sit well with tourguides.
Little tasks like cleaning or stocking the floor
I have witnessed times when team leads are too afraid to tell a tour guide what to do.
11. What is a viable way to approach and fix the situation you previously explained?
I believe that being comfortable to ask question and ask for clarification if you are unsure of the
expectations is a huge part in solving any communication problem.
I think the most viable way to approach the problem is first ask them to do it a second time, or
stop the person they made do it and go ask them to do it again. If it is still a problem have a
manager come ask them to do it / speak with them.
If a tour guide feels that they don't understand what their team lead is asking of them, it always
ok to ask them to clarify. The same goes for if a team lead feels that they weren't understood,
they can ask if the person understands it maybe explain it a little better.
be more precise when directing people to clean
If you start a project you need to make sure it gets finished
By not telling them what to do, but to ask you to help them
do it.
This training...
BE MORE CLEAR- give the task to one individual or a couple and make sure everyone is on the
same page so it gets down correctly
Make sure tour guides respect all of their team leads and to make sure and have the best
possible team lead on duty for shifts.
15
12. What are some qualities that make a high-quality tour guide?
Please answer in the space below.
Outgoing personality, customer service skills, public speaking skills, confidence, positive attitude
Personally I don't see the actual tour so besides that, I think someone who can handle multitasking and
that are willing to work and work hard. Someone that is given a job, they go do it to their best ability, and if
they aren't given a job they go out and find one or ask for one. Not just stand around waiting for one.
Someone who is upbeat, friendly, and open and who is ok with telling lots of corny jokes.
personable, confident, knowledgeable, sometimes funny, entertaining, hard worker, joyful, kind
friendly, outgoing, informative, willingness to take advice, hard worker, sense of humor, energetic,
enthusiastic, respectful
Friendliness and competency
Clear speaking voice, no filler words, up-beat, a little attitude, and a good work ethic in the lodge
Energetic, happy to be there, caring, informative, patient,
funny
Personable, friendly, outgoing, kind, fun, great speaker
13. What are some qualities that make a high-quality team lead? Please answer in the space
below.
Leadership, positive attitude, problem solving skills, patience, multitasking abilities
I believe that a high quality team lead means they are constantly helping out, not just giving people tasks
then just stand there. They should help with them or go work on something else. It's not fun to be bossed
around while the boss just gets to sit there. Especially when they are the same age as you.
Obviously, a team lead needs to be able to handle some extra responsibilities. They also should be a
friendly and approachable person.
helpful, able to give direction, busy
Leader, friendly, respectful of others and respected by others, able to give constructive criticism, not bossy,
hard worker, organized, helpful, caring, as well as all the qualities listed that tour guides should have.
by being a good leader
good leadership skills, good communication skills, the ability to deligate tasks fairly, and a level head.
Good communicator, positive, professional
Leader, team oriented, disciplined, focused
16
14. What skills are required to be promoted from a tour guide to a team lead? Why?
Please answer in the space below.
I believe that biggest requirement in being promoted to a team lead is the ability to be a team
player. If you can't be part of a team, there is no way that you can then lead that team. I also
believe having the experience and skills gained from working a full summer at the Lodge is
pivotal in being strong TL. You cannot fully appreciate the difficulty of a summer day at Leinie's
until you have experienced it first. There are many situations that one mayn not know to handle
as a TL if they have not first experienced it as a tour guide.
Biggest one: A positive attitude. Then a hard worker, (like the high qualities of a team lead I said
earlier), and someone who is responsible, and understand their role isn't to boss people around
but to respectfully run things and help make projects and the day go smooth.
You really only have to apply when they send out the email saying that they're looking for more
team leads. Everyone who applies gets it.
passion - people who enjoy what they do will most likely succeed
social skills - able to resolve conflicts between people
firmness - able to tell people what to do in a fair and friendly way without feeling bad about it
you need to be able to take on a larger role, take responsibility for things (good and bad), have
the respect of your coworkers, be willing to jobs others might not want to deal with (clean up a
mess, or deal with an upset customer) overall be a great tour guide who is willing to go the
extra mile
By going above and beyond by showing the managers that you want to be there and that you'd
be a good candidate for the position
They need to show that they are hard workers as a tourguide first. This helps display
leadership, a positive attitude, the ability to multitask, and good communication skills.
Have to have a big heart wanting to help the company strive, knowledgeable, have to be willing
to take on a bigger role, leadership
Leadership skills because you need to be able to tell tour guides what to do and make sure to
provide extensive service to guests.
17
15. In the space below, summarize a time when you had to adapt or change your tour
guide presentation to fit your tour group. How did you adapt/change your presentation?
On various occasions, I have a guest on my tour that was in a wheel chair. This obviously
creates a difficulty in traversing the tour route. I modified my presentation as to not exclude
them from any part of the tour. I did not take the group down into the fermentation room, instead
I kept everyone on the first step. This way the person in the wheelchair did feel as though they
were missing out any part of the tour.
I've never been a tour guide so I don't know! Sorry!
Over this last summer, I had a group of college student from Brazil on one of my tours.
Obviously, English wasn't their first language and they didn't understand very well, so I had to
talk a little slower and told them to ask me to explain anything they didn't understand.
Loud and obnoxious groups get a shorter tour because their not interested in what I have to
say. On the other hand, when people ask a lot of questions, I give lots of details because they
are very interested.
Depending on what they seem interested in (family history, the buildings, the brewing process,
or about our current products) will depend what information I will go more in depth with, and
age plays a big role in what they are typically interested in.
If guests have too much to drink, you always have to adjust to how they are
acting
I give a very scripted tour to most groups. If they seem involved and interested, I will add in
information that is not in the script. If I have a younger group, a wedding party, or a family
reunion; I am much more upbeat. I feed off of their energy which makes me more sassy and
sarcastic in my tour and the groups love it.
Different age groups- having more children I try to explain and relate that would make sense to
them and also have them unlock doors and hold the tour book to make them feel included
I had a group of home schooled children, so I had to be more serious and educational instead
of funny and entertaining.
18
Jacob Leinenkugel Brewing Company Needs Assessment Results with Visuals
Yes, I agree
No, I do not agree
19
Team Lead
Tour Guide
Other
0-6 Months
7-12 Months
More than 1 year
20
4.1 It is important to change the tour routine based off the age of attendees.
Strongly Disagree
Disagree
Neither Agree nor Disagree
Agree
Strongly Agree
4.2 It is important to have effective communication between team leads and tour guides for business operations.
Strongly Disagree Disagree Neither Agree nor Disagree Agree
Strongly Agree
21
4.3 I clearly understand the responsibilities of my role in the workplace.

Strongly Disagree
Disagree
Neither Agree nor Disagree
Agree
Strongly Agree
4.4 I am confident with my abilities to speak in front of a large group of people.

Strongly Agree
22
4.5 I think that feedback from my team lead is important for my performance at work.
Strongly Agree
5.1 I see strong leadership qualities presented from my team members.
Always
Often
Sometimes
Rarely
Never
23
5.2 I believe that leadership roles are clearly defined in my organization.
Always
Often
Sometimes
Rarely
Never
5.3 My job performance is influenced by the attitude of my co-workers.
Always
Often
Sometimes
Rarely
Never
24
5.4 My tour group influences my attitude and demeanor as a tour guide/team lead.
Always
Often
Sometimes
Rarely
Never
5.5 My job performance is influenced by the attitude of my supervisors.

Always
Often
Sometimes
Rarely
Never
25
6. There are areas of operation that could be improved on in order to create a more efficient workplace.
Yes
No
7. You answered yes to this statement: There are areas of operation that could
below, please give an example of how these areas can be improved.
Quantitative: Of the nine employees that completed the survey, there was a trend to
this answer with a few reoccurring answers. Opening the lines of communication,
establishing authority between team leads and tour guides, the need for less gossip
between employees, and the attitude that needs to change toward both customers
and coworkers.
8. You answered no to this statement: There are areas of operation that could
below, please explain at least one strength in daily operation you believe
makes the workplace efficient.
None of the employees answered no to question six.
26

There was a wide range of answers to this question because some went into great
detail and some skimmed the surface on their responsibilities. There were answers
from cleaning, stocking, working the register, giving tours, being friendly and
informative, and helping the business run smoothly by being a team lead.
The consensuses with the answers to this question were a lot of people observing
someone not doing what they were told/asked to do. There was also answers
relating to the requests not being detailed enough.
11. What is a viable way to approach and fix the situation you previously
explained?
There were a few trends in the answers to this question. Some people think that
team leads need to be more clear about the tasks they are assigning and to also ask
the tour guide to complete the task instead of telling/ordering them to do it. Another
frequent answer was for the tour guides to be comfortable enough to ask questions
about a task or to ask for help to complete the task.
12. What are some qualities that make a high-quality tour guide? Please
Outgoing, friendly, personable, energetic, funny, and a good work ethic were
recurring answers to this question.
13. What are some qualities that make a high-quality team lead? Please
Leader, positive, helpful, team-oriented, approachable, and hard worker were the
recurring answers for this question.
14. What skills are required to be promoted from a tour guide to a team lead?
Why? Please answer in the space below.
Many of the answers included: a hard worker, team player, positive attitude, passion,
ability to multitask, going above and beyond, and good communication skills.
27
15. In the space below, summarize a time when you had to adapt or change
your tour guide presentation to fit your tour group. How did you adapt/change
your presentation?
There were a wide variety of answers to this question because everyone seems to
have adapted to their tour to many different demographics of people. One had to
adapt the geographic part of the tour to accommodate a wheel chair. Another had to
slow down their information and speed of speech because of a group of visitor from
Brazil that didnt speak English clearly. There were also a few that changed their
information and jokes because of children being on the tours.
The initial findings of our survey proved that the data would be useful in order to put
together a useful training session; 55% of respondents were team leads and 44% were strictly tour
guides. Our training team felt this would be a good mix of participants in order to get accurate
viewpoints from both team leads and tour guides. Our survey also produced a variety of employee
length of service with 11% working at Jacob Leinenkugel Brewing Company for 0-6 months, 33%
for 7-12 months, and 56% of survey participants working with the company for longer than one
year. These statistics indicate that the responses we received were mostly from experienced
employees. This data could also specify that employees who have been employed longer are
28
willing to take steps to improve operations of the company. The survey that we created was made
in an effort to gain more insight on the potential issues of leadership roles, communication between
team leads and tour guides, responsibilities in the workplace, and tour operations themselves.
100% of survey takers believed that there are areas of operation that could be improved
on in order to create a more efficient workplace. This data can be depicted in question 5 (second
set of closed ended questions). 55% of survey takers answered that they sometimes see strong
leadership qualities presented from team members. However, 64% of participants believe that
leadership roles are clearly defined in the organization. This indicates that for the most part, team
members are aware of their leadership roles, but a majority of employees arent seeing these roles
being effectively executed in daily operations. In order to make this more evident, one respondent
recounted, I believe lately there has been an issue with authority, or who is more responsible.
These findings show that there is presently a gap between what is expected out of a leadership
position, and what type of leadership is actually taking place. This issue will fit perfectly for the type
of training our group is going to be implementing. We want to put team leads and supervisors in a
challenging position/role and put their leadership abilities to the test in order to accomplish a goal.
Our group believes that the training would be most beneficial to put the team leads in the
leadership role because thats where the will be in the workplace.
Both closed ended questions Performance is influenced by the attitude of my coworkers
and Performance is influenced by the attitude of my supervisors showed the exact same results
of 27 % responding sometimes and 67% responding often or always. One respondent said, You
should never have a bad attitude when talking to customers and willing to help them with anything,
29
and that goes along with coworkers as well. Responses from these two questions reaffirmed that
the type of training we implement has to include a cognitively challenging activity that forces
teamwork, communication, and the handling of emotions.
One of the prevailing topics our survey focused on was communication. 100% of survey
participants agreed that it is important to have effective communication between team leads and
tour guides for business operations. In order to get a better understanding on the importance of
communication, we prompted the participants to explain a time when the clarity of communication
expectations between a team lead and tour guide was unclear. One individual responded, I recall
asking a tour guide to complete a task for me and having to later do the task myself because the
tour guide failed to follow through. However, another respondent recalled, It is not that
communication has ever been unclear, but some team leads give instructions as an order instead
of a request. These opposite responses tell us that there is a misunderstanding between the
communication of team leads and tour guides. Our training will be geared to have these two groups
work together and see the necessity of communication to improve daily operations.
Jacob Leinenkugel Brewing Company Training Bibliography
1. Bar-On, R., Tranel, D., Denburg, N. L., & Bechara, A. (2004). Emotional and social intelligence. Social
neuroscience: key readings, 223.
This piece of work depicts how people are able to use social intelligence to make decisions in everyday life.
Emotional intelligence are a set of competencies and skills that make individuals improve the way they
interact on a daily basis.
30
This source can help our training by preparing the tour guides for changes in the tour based on their
customers. This type of intelligence can also be used to improve all work operations as well.
2. Caruso, D. R., Mayer, J. D., & Salovey, P. (2002). Emotional intelligence and emotional leadership. Kravis-de
Roulet Leadership Conference 9.
This source dives into the importance of emotional intelligence in the leaders of the workplace. One of the
main ideas is that individuals in the workplace that deal with employees on a regular basis should be able to
tap into these resources, or develop them.

We could use this source to convey the importance of intelligently reading someones emotions to avoid
conflict and make everyone more productive. Emotional intelligence can be a useful tool for everybody in the
workplace.
3. Ciotti, G. (2014). 10 Insights on Building, Motivating and Managing an Exceptional Team. Retrieved March 9,
2015 from http://www.entrepreneur.com/article/234475
10 Insights on Building, Motivating and Managing an Exceptional Team is the title of this source. It covers
many aspects of teamwork and teambuilding. There are definitions of teamwork and team building. There are
lists of the most successful activities for building a strong and happy team. It talks about how coworkers will
have better communication if they arent only communicating about work. It also talks about how different
personality types can make or break a solid team.

This resource is awesome for helping give our team additional and informative information about teams. One
of our main goals for this training is to make the tour guides and team leads strong team members. We will
be able to use this source for picking successful activities and for identifying how strong the team is just from
the personality of the members. We plan to pick our activities to highlight leadership and also the inner
personalities of each team member.
31
4. DeVita-Raeburn, E. Be More Assertive (and Feel Good about It) CNN.com. CNN. Cable News Network.
Retrieved March 11, 2015 from http://www.cnn.com/2012/02/20/living/be-assertive-feel-good/>
This article discusses the benefits to having a more confident and assertive tone when speaking to authority
and higher positions in the workplace. It discusses the reasoning behind submission and provides alternative
behavior practices.
This article can be used to fix the issues seen in the survey results regarding lack of authority and employees
being too frightened to speak up to other employees or authority figures.
5. Denison, D. R. (1990). Corporate culture and organizational effectiveness. John Wiley & Sons.
This article depicts how organizational culture can impact the effectiveness of performance. Different
methods to study culture and effectiveness are described, and how this affects organizational behavior.
This source could be useful for our training because the culture at the company seems to be one of the
issues that we are going to try to reroute with effective communication. We could also use the information in
the article to develop an activity to bring out the importance of communication.
6. Fiedler, F. E., & Garcia, J. E. (1987). New approaches to effective leadership: Cognitive resources and
organizational performance. John Wiley & Sons.
This article approaches effective leadership with cognitive resources and depicts how it can impact
organizational performance. The article explains how leaders are able to effectively use intellectual abilities
and develop a successful organization.

This could be a rich source of information for our group to better train how leaders should use their intellect to
continually improve their business. Our needs assessment proved that the approaches of leaders were an
issue at times, and I believe this article could help us provide useful information to our participants.
7. Garon, M. (2012). Speaking up, being heard: registered nurses' perceptions of

workplace communication. Journal Of Nursing Management, 20(3), 361-371. doi:10.1111/j.13652834.2011.01296.x
32
This article is mainly about a study done with registered nurses, but we found some of the findings of the
study and conclusions helpful for our training program, as well. It discusses that communication can be
broken up into three categories: influences on speaking up, transmission and reception of a message, and
outcomes and results. The findings supported the importance of the manager in setting the culture of open
communication.
This information will be helpful to us because part of our survey focused on whether or not the presence of
other coworkers or supervisors effected the performance of the leads and guides. Most, if not all, of the
survey participants said that the attitude of their coworkers or supervisors did influence the way they
performed their job. We can use this to demonstrate the importance of leaders demonstrating open
communication when in the workplace.
8. Glomb, T. (2003) INTERPERSONAL AGGRESSION IN WORK GROUPS: SOCIAL INFLUENCE, RECIPROCAL,

AND INDIVIDUAL EFFECTS." Academy of Management Journal. 46(4).
This article describes a role-playing situation questioning how power and trust affect peoples strategy choice
and satisfaction in the end result of a small-scale workplace conflict simulation. In the hypothesis, Glomb
assumed that those participants with a higher level of trust with their counterpart were more likely to
cooperate better and have a greater satisfaction with the end result. Those higher in power were more likely
to assert dominant strategies and will ultimately be less satisfied in the end result. The participants were
given Likert scales to determine levels of trust and power.

We can use this article to provide examples and comparisons of how employees can become more effective
in the workplace by increasing levels of trust among co-workers and using cooperative strategies to solve
every day problems that may arise within the workplace. We can also pull ideas and activities from this
experiment to alter and customize for our particular client, and implement these activities in our training
seminar.
33
9. Harbour, S. (n.d.). How to Establish & Maintain Good Relationships in the Workplace. Retrieved March 12,
2015 from http://smallbusiness.chron.com/establish-maintain-good-relationships-workplace22396.html
This source is a short article about how to establish and maintain good relationships in the workplace. It
covers a few different steps on how to encourage teamwork and how to open up the lines of communication.
It lays out some clear and concise ideas that would really improve relationships between coworkers in the
workplace.
When reading through this article, it focused on encouraging teamwork and teambuilding activities, which is
what we plan to include in our training. When referring to this article, it would be easy to quickly pick out
pieces of information that we can use for our reasoning for training activities. It isnt filled with a bunch of filler
paragraphs because it is straight to the point.
10. Holden Leadership Center. (2009). Leadership Exercises & Tips. Retrieved March 12, 2015, from
http://leadership.uoregon.edu/resources/exercises_tips
This source features a variety of leadership resources. There are links for leadership skills, reflections, facts,
activities, exercises, developments, and more. The University of Oregon created the website with a variety of
sources listed for proof of their information.

We could really benefit from using this source because one of the main goals of our training program is to
develop leadership from the team leads. This will be a great place for us to find some icebreaker activities or
team building activities that can highlight a leader and leadership qualities.
11. Li, W. (n.d.). Reciprocal relationship between proactive personality and work characteristics: A latent
change score approach. Retrieved March 10, 2015 from
http://web.a.ebscohost.com/ehost/detail/detail?sid=6991f1ec-6105-4264-9ffe128e1aa889bb@sessionmgr4005&vid=0&hid=4209&bdata=JkF1dGhUeXBlPWlwLHVpZCZzaXRlPWVo
b3N0LWxpdmUmc2NvcGU9c2l0ZQ==#db=pdh&AN=2014-09032-001
34
I believe having a proactive personality is essential to having success at work. The article talks about the
dynamics of the relationship between job demands and job control.

We can use points from this article to help our clients buy into the reality that having a positive attitude
improves the atmosphere at work and allows an employee to interact with coworkers in a healthy
environment.
12. Louh, H., & Tsuar, S. (2013). The Effects of Age Stereotypes on Tour Leader Roles. Journal of Travel
Research 53(1), 111-123. doi: 10.177/00472875.3482774
This study explores the stereotypes of the age of a tour guide and how the tourists perceptions of these tour
guides affect their overall long distance trip. They believed that each job holds an age stereotype. The older
tour guides were hypothesized to be stereotyped by younger tourists as being slow or fragile so they would
not be able to go at a fast enough paces, the middle aged tour guides were the highest respected, and the
younger tour guides were not respected because of experience. Overall the conclusion of the study stated
that the performance of the tour leader will affect the tourists perception of the tour, in comparison to the age
stereotype.
The finding of the study can be used as an example for the team leads and tour guides. It can be explained
that they are being critiqued by tourists on their tours based on performance. This could be a motivation
behind mixing up their tour speeches and tailoring them to the type of tour group at that time.
13. Moscardo, G. (1999). Making visitors mindful: principles for creating quality sustainable visitor experiences
through effective communication. Sagamore publishing.
This article is mainly geared towards effectively communicating with visitors in different types of settings. This
research applies results from different studies on tourism and how people deal with, learn, and use
information.
This source could be useful for our training because we are working with tour guides, and it will be useful to
see how different situations tour guides have affected different situations. This source lays out the essentials
35
of tours including connecting to visitors and telling a good story, which we could use to better connect to our
participants.
14. Munslow, D. (2010) Line Managers Have a Crucial Role. The Star (South Africa). Retrieved March 11, 2015
from http://www.lexisnexis.com.proxy.uwec.edu/
This article discusses the benefits of employer to employee communication and provides statistics on
employee opinions regarding their employers communication skills. The main idea in this article is that
employers should be genuinely interested in their employees and visa versa. Daniel Munslow pushes that
leaders of the workplace set the tone, culture, and degree of engagement within an organization. In the
article, Munslow states that, Communication is the force that drives clarity; clarity drives motivation;
motivation drives performance; and performance drives profits.

We can use this resource for examples of how employees are often misrepresented or voiceless, although
the employer is often unaware of this. In the summary results, we see many employees discussing how tasks
are not clearly defined and the punishments for this lack of clarity is often frustrating. By discussing how to
better distribute tasks and to who the tasks are distributed could potentially fix many issues that seem to be
taking place in Leinenkugels.
15. Otis, M. How to Use Business Demography in the Workplace. Small Business. Retreived March 11, 2015
from http://smallbusiness.chron.com/use-businessdemography-workplace-14650.html
This article provides a step-by-step essay describing how to utilize the expanding demographics within a
workplace for the benefit of the customers and the company. The author describes strategies to make the
workplace more efficient and cohesive. Age and the necessity for increased recruitment, gender and the
potential for increased sexual harassment training, family composition and the need for greater benefits and
flexibility, and religious backgrounds and the possible need for diversity training are all discussed within the
article.
36
We can use this article to discuss how to change individual tours based on the demographics of the tour
group to achieve the most positive experience possible. By examining the different areas of demographics,
the Leinenkugels employees will be able to create custom and personable tours based on the tour group
demographic and therefore make the experience more enjoyable.
16. Panaccio, A., & Vandenberghe, C. (2011). The Relationship of Role Clarity and Organization-Based Self
Esteem to Commitment to Supervisors and Organizations and Turnover Intentions. Journal of
Applied Social Psychlogy 41(6), 1455-1485. Retrieved from
http://onlinelibrary.wiley.com.proxy.uwec.edu/doi/10.1111/j.1559-1816.2011.00764.x/epdf.
This study focuses on the relationship between role clarity and organizational-based self-esteem with 4
dimensions of commitment to the supervisors and organization (affective, normative, perceived high
sacrifice, perceived lack of alternatives) and also turnover intentions. It is stated that role clarity is defined by
many aspects within an organization; however the greatest provider of role clarity comes from the supervisor.
This information can be used to influence our training objectives. We know that there is a struggle with role
clarity within Leinenkugels between team leads and tour guides. In order to reinforce a team leads job we
should emphasize that role clarity within the work place comes from them; and that their leadership style
affects the tour guides commitment to the organization overall.
17. Paige, A. How to Deal With a Clique at Work. Small Business. Retrieved March 11, 2015 from
http://smallbusiness.chron.com/deal-clique-work- 19235.html
This article provides step-by-step details on how to minimize cliques and drama within the workplace. This is
important for maintaining a safe working environment for all employees and customers. Ideas expressed
within the article include acknowledging and being aware of disproportionate power within the workplace,
recognizing the source of the exclusionary behavior, and reassigning tasks to reduce chances of clique
behavior.
37
In the survey results, there seemed to be many comments regarding gossip and cliques. Using this article,
we can provide suggestions on how to break up this gossip and clique behavior to make a more efficient
workplace and to make every person employed at Leinenkugels feel comfortable and excited about work
and the organization.
18. Quast, L. (2013). New Managers: 5 Ways To Stop Negative Office Gossip. Retrieved March 9, 2015 from
http://www.forbes.com/sites/lisaquast/2013/10/14/new-managers-5-ways-to-stop-negative-officegossip/
This article was written for the Forbes website which is one of the most trusted resource for the worlds
business and investment leaders. This article is a list of five ways that new managers can stop negative
office gossip. In a short version, the five reasons are: address the specific perpetrators, meet with your entire
team, encourage positive gossip, model the behavior you want to see, and dont address the issue to the
entire staff via email or another source.

This is a great source for us because the company we will be doing the training with is experiencing some
problems with gossip according to our needs assessment. The company will also be hiring a new manager
for all of our attendees so it would be a great source for us to look into about possibly relaying these ideas to
our training group.
19. Ramana, K. V., & Chaitanya, E. K. (2012). Collaborative Action Research -- A Tool to Enrich Presentation
Skills of the Professional Students. Language In India, 12(10), 312-321.
This article talks about how professional students are required to communicate clearly and confidently to
succeed. It talks about how college students may feel pressure that they cant speak about their views. The
paper elaborates on ways to help a student become more confident in speaking and developing skills to
improve their speaking. It also has some activities that are appropriate for college age students.
38
We are still unsure if we will be able to devote time from our training to focus on public speaking for the
trainees. But if we do have time, this is a great resource for finding age appropriate activities to start to boost
their confidence in speaking in front of people.
20. Remick, J. (1991). Retrieved March 11, 2015 from http://tinyurl.com/nmwlrxp
This short article does a good job describing what a supervisor can do to help with turmoil between
employees and supervisors.

This would directly identify with team leads and tour guides. Understanding this information can help break
barriers between the two.
21. Rode, J., Mooney, C., Arthaud-Day, M., Near, J., Baldwin, T., Rubin, R., & Bommer, W. (2007). Emotional
intelligence and individual performance: evidence of direct and moderated effects. Journal of
Organizational Behavior 28, 399-421. doi: 10.1002/job.429
This study focused on the direct and moderated correlation between emotional intelligence and individual
performance. It was directly linked that emotional intelligence leads to a higher level of motivation. They
believe that individuals must not only have the emotional intelligence but also the motivation to use it.
This can be used in our training when we discuss public speaking and how to change their tours based on
the group they are giving the tour to. If you take this articles findings and correlate it with the tour guides,
then you can assume that the tour guides with a high level of emotional intelligence will have more
motivation. This motivation will then lead to better tours overall. In order to train on emotional intelligence we
could find a scale for every participant to take so they know where they stand; and then discuss what they
can do to enhance or strengthen their emotional intelligence.
22. Sears, G., & Hackett, R. (2011). The influence of role definition and affect in LMX: A process perspective on
the personality LMX relationship. Journal of Occupational and Organizational Psychology 84. 544564. doi: 10.1348/0963.79.0X49208
39
It was found in this study that both affective and role definition processes are key precursors to LMX. It was
also found that when there is a leadership training intervention there should be a focus on both leader
behaviors that clarify workers roles and that promote affective bonding.
These findings can be used in our training, specifically the promotion of affective bonding. We can focus on
the personalities of each individual and explain how to work with each personality types. It is important that
the team leads and tour guides can work together.
23. Sofiyabadi, J., Karimi, A., & Nasab, S. (2012). Emotional Intelligence: A Critical Factor to Success in Tourist
Relationship Management. International Business Research 5. doi: 10.5539/ibr.v5n8p199
In order to promote tourist attraction rate, customer relationship management has been implemented as a
business strategy to boost the fundamental aspects of emotional intelligence. If people are able to identify
their own feelings and the feelings of others, they can use these identifications for the improvement and
enhancement of service quality and tourist satisfaction rate.

These findings can be expressed to the participants. If we are able to train on emotional intelligence, then
hopefully they will be able to take this back to their tours and build the tourists satisfaction rate. If the tour
guides catch on to the satisfaction of the tourists then they can learn what does and does not work on their
tour.
24. Whittaker, S., Frohlich, D., & Daly-Jones, O. (1994). Informal workplace
communication: What is it like and how might we support it?. Proceedings of the SIGCHI conference
on Human factors in computing systems 131-137. ACM.
This article presents findings about the informal styles of communication used in peoples everyday working
activities. It identifies why these reactions are so common and how they can be very useful. It also identifies
the weaknesses this form of communication has and recognizes further requirements for better support.
This will be a useful resource for us because most of the communication between the Team Leads and Tour
Guides is generally informal. This level of comfort is a good thing, but can also hinder the communication
between the leads and guides because they guides might not take the direction from the leads as seriously
40
as they should, or they might not see them as a leader figure. We plan on having an area of our training
focus on how the leads can be more directive towards the guides, as well as have the guides be more open
to the directions of the leads.
25. Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2002). Team leadership. The
Leadership Quarterly, 12(4), 451-483.
This article discusses leader-team dynamics through the process of functional leadership. This approach
emphasizes that the leaders main job is to do, or get done, whatever functions are not being handled
effectively in terms of group needs. This article also talks about how leadership and team processes both
influence each other.

We thought this would be helpful in developing our training program because it discusses different leadership
roles and gives some guidelines and tips to handle leader-team dynamics. Since it also talks about how
leadership and team processes affect each other, it can help us show the leads and guides that both of their
efforts are needed to communicate successfully.
41
Training Rational Paper

When creating our training plan, our goal was to create training objectives that would
spotlight our two activities. The third training objective will focus on gathering data at the beginning
and end to provide us with results that will ideally show that the participants became
knowledgeable through our training workshop. It is our groups goal to effectively teach and
demonstrate how to properly work through conflict resolution and build a heightened sense of
positive team dynamics.
For our two activities we have planned during our training workshop, we are constructing
handouts after reading about the advantages and disadvantages of handouts in chapter nine of the
Beebe, Mottet, and Roachs Training Development text. According to the text, the advantages far
outweigh the disadvantages when it comes to providing the participants with handouts. Some
advantages discussed in the text are the inexpensiveness of handouts, the presence of detailed
information, the ability to take the handout with them for possible future usage, and how easy it is
to transport. By using handouts, we can provide participants with the necessary information
required to properly interact in our activities. Also, our participants can take the information home
with them in order to reference it if they so desire.
With our first training objective using the method behavior modeling in order to educate the
trainees on conflict resolution, having information on each step of the six-step process is essential.
We plan to break into three pairs with each one of our trainers teach about one of the six steps to
our trainees. Having each of our group members specialize in one step will allow us to maximize
knowledge relayed to the participants while also keeping each one of the trainers involved with the
workshop. Two trainers will go at a time with behavior modeling demonstration coming after each
pair has performed their portion of the conflict resolution training. Delegating material amongst the
trainers will provide the trainees with multiple training styles and quality information for resolving
conflict they are faced with in the future.
Our teams second activity has our trainees working with building blocks. One participant
will hold a picture of what the blocks are supposed to be constructed to look like, but will not be
able to show the rest of the group. While the designated person keeps the picture from the rest of
the group, they are turned away from the group and have to field questions from the other trainees
trying to figure out how to build the structure. This activity will help our participants comprehend the
concepts of team roles, elements of teamwork, and how to break down barriers when attempting to
achieve effective communication. Role definition is the ultimate goal in this activity. Our group took
part in this activity during a class and we found it to be highly beneficial when working towards
better team communication.
In conclusion of our building blocks activity, we would like to use another concept from
Beebe, Mottet, and Roachs Training Development text called unpacking. Because we are hoping
the participants get as much out of the training as possible, at the conclusion of our building blocks
42
activity, we want the trainees to be able to answer the questions: What just happened here? and
How will I use what I did in this activity in other life situations? According to the text, unpacking is
one of the most pertinent parts of an experimental activity. If we can get our trainees to not only ask
these questions, but formulate and understand the answers then we can consider this activity a
success.
Our final training objective is determining how confident our trainees feel in regards to role
definition and conflict resolution at the end of the workshop. With the usage of two Likert-type scale
questionnaires, we can get an idea of where participants are at regarding role definition and conflict
resolution confidence prior to the training and at the conclusion of the final activity. After being
educated and then demonstrating through behavior modeling and role playing, participants will
ideally have gained confidence in defining their roles and resolving conflict in the workplace. These
questionnaires will be how we evaluate the effectiveness of our training and how much of the
information provided was retained. Because we want our participants to feel involved and want
them to retain as much information as possible, we plan to bring information gathered from the
Beebe, Mottet, and Roach Training Development text into our training plan one more time. In the
Developing and Presenting a Lecture/Discussion section in chapter six, the material talks about
not lecturing too long and allowing the participants to be involved so they do not lose interest and
are able to practice what they are being taught. By lecturing no longer than three minutes at any
given time, our audience will be able to actively involve themselves through conversation or
physical interaction. This tactic will allow our trainees to stay focused and interested in our
workshop material.
In conclusion, our training plan and objectives have been well-thought out with the
conscious idea that we are not only performing this workshop for a class grade, but also to help
individuals willing to participate in our training session become more efficient employees for their
current organization and beyond. Our participants will be assessed at certain points in the training
workshop and the results analyzed the finalization of the session. Our goal is to effectively educate
the employees of the Jacob Leinenkugel Brewing Company to a degree that will create a more
efficient work environment.
43
Training Team Members: Haley Rinzel, Breanna Westra, Shana Soul, Dylan Hildebrandt, Jacilyn
Kolasa, Jon Schmidt
Training Objectives:
1. After training, 90% of the employees will demonstrate the understanding of the six-step
conflict resolution strategies (identify conflict/problem, generate solution ideas,
determine best solution, build consensus, proceed with solution, evaluate solution) in
one five-minute behavior modeling scenario between coworkers. Trainees will be
evaluated based on verbal demonstration of knowledge of the six conflict resolution
strategies.
2. In finalization of the training, 95% of participants will increase their feelings of
confidence in regards to role definition based on two Likert-type scale questionnaires
administered at the beginning and end of the training session. Participants will ideally
have increased their initial scores by one or more points by the end of training.
3. At the end of the training, 95% of participants will comprehend the concepts of team
roles, elements of teamwork, and barriers to effective communication. This will be
achieved through two five-minute, interactive team-building activities involving building
blocks.
44
Training Plan
Time:
Training Content:
Training Method:
Training
Materials:
Assessment
Method:
00:0005:00
Welcome, Personal
Introductions, &
Agenda Breakdown:
Lecture/Discussion
PowerPoint
Slide 1 & 2
N/A
Group Game
PowerPoint
Slide 3 &4,
questionnaire
handout (page
30), pencils,
refreshments
*Questionnaire will
be used for
assessment later in
training (See training
objective 2).
Trainers will
introduce
themselves and
provide an overview
of topics that will be
discussed during
training.
05:0108:00
Icebreaker Activity:
What Beer?
The trainees will
introduce
themselves after
filling out a short
Likert-type scale
questionnaire and
identify which
Leinenkugels beer
they would be and
why.
08:0109:30
Six Steps Conflict

resolution
strategies: Identity
conflict/problem
Lecture
Powerpoint
Slide 5 & 6
N/A
09:3111:00
Six Steps Conflict

resolution
strategies: generate
solution/ideas
Lecture
Powerpoint
Slide 7
N/A
Behavior
Modeling/Discussion
Powerpoint
Slide 8, (page
Verbal input and

participation
011:01- Conflict Resolution

13:00
Scenario
45
33) Whiteboard
regarding the six

steps of conflict
resolution strategies
Time:
Training Content:
Training Method:
Training
Materials:
Assessment
Method:
013:01
-15:30
Six Steps Conflict

resolution
strategies:
determine best
solution
Lecture
Powerpoint
Slide 9
N/A
15:3117:00
Six Steps Conflict

resolution
strategies: build
consensus
Lecture
Powerpoint
Slide 10
N/A
17:0119:00
Conflict Resolution
Scenario
Behavior
Modeling/Discussion
Powerpoint
Slide 11,
Whiteboard
Verbal input and

participation
regarding the six
steps of conflict
19:0120:30
Six steps conflict

resolution
strategies: Proceed
with solution
Lecture
Powerpoint
Slide 12
N/A
20:3122:00
Six Steps Conflict

resolution
strategies: evaluate
solution
Lecture
Powerpoint
Slide 13
N/A
22:0124:00
Conflict Resolution
Scenario
Behavior
Modeling/Discussion
Powerpoint
slide 14,
whiteboard
Verbal input and

participation
regarding the six
steps of conflict
24:0129:00
Conflict Resolution
Debriefing:
Partner Discussion
Powerpoint
Slide 15 & 16,
Scenario
handout (page
Trainers will assess

participants on the
application of the six
steps of conflict
Participants will be
46
asked to apply the

six steps of conflict
resolution to their
given scenario in
order to measure
their understanding
of the steps
34), pencils
resolution in a given
scenario (page 28).
During this activity,
participants will be
assessed on training
objective 1.
Time:
Training Content:
Training Method:
Training
Materials:
Assessment
Method:
29:0131:00
Two minute
water/bathroom
break
Powerpoint
Slide 17
N/A
31:0134:00
Introduction to
building block
activity.
Activity
Building blocks,
Powerpoint
slide 18, picture
of completed
sculpture
N/A
34:0139:00
Building block
activity 1:
Activity
Building blocks,
Powerpoint 19
& 20, picture of
completed
sculpture
assessed in small
group by a
designated trainer,
who will take notes
on their
communication and
interaction. (page 28)
Group Discussion
Powerpoint
slide 21
N/A
Activity
Building blocks,
Participants will
attempt to construct
a model by
receiving
instructions from a
designated team
member.
39:0143:00
Building Block
Activity 1 debrief:
Trainers will discuss
frustrations and
communications
barriers that
occurred during the
activity.
43:00-
Building block
47
48:00
activity 2:
Participants will
attempt to
reconstruct the
model in phase two
of the activity.
Powerpoint 22
& 23, picture of
completed
sculpture
assessed in small
group by a
designated trainer,
who will take notes
on their
communication and
Time:
Training Content:
Training Method:
Training
Materials:
Assessment
Method:
48:0152:00
Building Block
activity 2 debrief.
Group Discussion
Powerpoint
slide 24
N/A
Questionnaire
Powerpoint
slide 25,
Questionnaire
handout (page
35), pencils
N/A
Powerpoint
slide 26
*Trainers will utilize

this time to analyze
questionnaire results
and compare the
second set of results
to the first.

how participants
utilized the concepts
of team roles,
elements of
teamwork, and
barriers to effective
communication to
successfully achieve
their goal..
52:0155:00
Redistribute
questionnaire:
Trainees will recieve
the same
questionnaire that
was distributed
earlier in training.
55:0157:00
Two minute
bathroom/water
break
48
57:0158:30
Discuss
questionnaire
results:
Lecture
Powerpoint
slide 27
N/A

the goal of taking
two questionnaires
(See training
objective 2).
Time:
Training Content:
Training Method:
Training
Materials:
Assessment
Method:
58:3163:30
Allow for questions

and comments from
trainees.
Group Discussion
Powerpoint
slide 28
N/A
63:3166:30
Closing statements
from trainers.
Lecture
Powerpoint
slide 29
N/A
Thank you for

attending our
training session!
49
PARTICIPANT GUIDE
50
Table of Contents
Trainer Biographies
Training Agenda
Training Objectives
Handouts...
6-13
Opening Questionnaire.
Conflict Resolution Guide.
Behavior Modeling: A Training Instrument
Group Discussion Scenario.
10
Six Steps to Conflict Resolution Scenario.
11
Closing Questionnaire..
12
Training Assessment Instruments.
13
Six Steps to Conflict Resolution.
13
Building Blocks..
13
Bibliography
14-23
51
Trainer Biographies
My name is Haley Rinzel and I am a
senior at UW- Eau Claire. I am
working towards a Bachelors degree
in Human Resource Management. I
am originally from Milwaukee, WI. I
have been a server and bartender at
Applebees for 4 years, but am
excited to begin an internship in
Milwaukee this summer.
Leinenkugels Training Agenda
Welcome! Food & Drink

Icebreaker: What Kind of Beer Are You??
First Questionnaire
Activity #1 Behavior Modeling: Six-Step Conflict Resolution
o Trainers Discussion and Modeling of Six-Steps
o Participants Turn!
Break
Activity #2 Lego Building
o Round 1
o Discussion
o Round 2
o Discussion
Second Questionnaire
Break
Recap
Thank You to all Participants!
My name is Jacilyn Kolasa and I am a

senior at UW-Eau Claire. I am a
My name
is Breanna
Jonathan
Westra.
SchmidtIMajor
and
am aI
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Business
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amana senior
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at UW-atEau
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Claire.
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I am is
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graduating
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this
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a
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degree
have
a WI.
minor
in Human
in Marketing.
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I am
from
Hudson,
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work at
Stella
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name
is
Dylan
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Hildebrandt.
Soul.
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a
senior
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Management.
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WI.
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I
am
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a
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Organizational
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a man named Mike
McCarthy.
52
1. After training, a majority of the employees will demonstrate the understanding of the sixstep conflict resolution strategies (identify conflict/problem, generate solution ideas,
determine best solution, build consensus, proceed with solution, evaluate solution) in one
five-minute behavior modeling scenario between coworkers. Trainees will be evaluated
based on verbal demonstration of knowledge of the six conflict resolution strategies.
2. In finalization of the training, most participants will increase their feelings of confidence in
regards to role definition based on two Likert-type scale questionnaires administered at the
beginning and end of the training session. Participants will ideally have increased their
initial scores by one or more points by the end of training.
3. At the end of the training, our participants will comprehend the concepts of team roles,
elements of teamwork, and barriers to effective communication. This will be achieved
through two five-minute, interactive team-building activities involving building blocks.
53
HANDOUTS
54
Opening Questionnaire
Please complete the following survey based on your experiences in your current position for your organization.
I clearly understand the responsibilities of my role in the workplace.
Strongly Disagree
Disagree
Agree
Strongly Agree
It is important to have effective communication between team leads and

tour guides for business operations.
Strongly Disagree
Disagree
Agree
Strongly Agree
The differences between responsibilities of Team Leads and Tour Guides

are clearly defined within my workplace.
Strongly Disagree
Disagree
Agree
Strongly Agree
I understand how leadership roles are important to the success of my

workplace.
Strongly Disagree
Disagree
Agree
Strongly Agree
I understand the importance of role definition in my workplace.
Strongly Disagree
Disagree
Agree
Strongly Agree
Strongly Agree
Feedback is essential upon completion of a task.
Strongly Disagree
Disagree
Agree
55
What is it?
o It is based on the premise that the best way to learn a skill is to identify the
behaviors required to perform it effectively, watch someone demonstrate those
behaviors, practice the behaviors, and receive feedback on the performance of the
behaviors.
Why is it important?
o Involves presenting trainees with a model that demonstrates key behaviors to
replicate
o Provides trainees an opportunity to practice those key behaviors
o The Social-Learning Approach
o Work Tasks and Work Ethic can be modeled within the workplace
TIPS:
56
o Attention making sure the trainees attend to the pertinent aspects of the
behavior being modeled
o Retention helping the trainees remember the original observation points in the
form
o Reinforcement and Motivation using practice and positive reinforcement to
translate observational learning into skilled performance.
Conflict Resolution Guide
Identify Conflict/Problem
Gather unbiased information about the situation
Generate Solution/Ideas
Think outside the box!
Determine Best Solution
Find a win-win solution
Build Consensus
Can everyone agree to support the decision?
57
Proceed With Solution
Design and Implement the solution
Evaluate Solution
Confirm the effectiveness of the solution
Group Discussion Scenario
The Conflict:
One particular meetings agenda items were crucial to the
success of the current project. Several key decisions have to be
made and implemented quickly. True to form, Jane is laughing
and telling stories with little regard for the time crunch. Johns
irritation is growing and he cant understand why no one,
especially the boss, is taking control of the situation.
58
Six Steps to Conflict Resolution Scenario
1.
Identify the problem:

______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
2.
Generate a solution/ideas:
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
3. Determine best solution:

______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
4.
Build a consensus:
______________________________________________________________________________________
59
______________________________________________________________________________________
______________________________________________________________________________________
5.
Proceed with the solution:

______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
6. Evaluate the solution:

______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
Closing Questionnaire
Strongly Disagree
Disagree
Agree
Strongly Agree

Strongly Disagree
Disagree
Agree
Strongly Agree

Strongly Disagree
Disagree
Agree
Strongly Agree

workplace.
Strongly Disagree
Disagree
Agree
Strongly Agree
Strongly Disagree
Disagree
Agree
Strongly Agree
60
Strongly Disagree
Disagree
Agree
Strongly Agree
We appreciate any comments or feedback on this training session. Thank you for your
participation!
______________________________________________________________________________
______________________________________________________________________________
Six Steps to Conflict Resolution Training Assessment Rubric
Building Block Activity Assessment Notes

Six Steps
Identify
Problem
Generate
Solution
Determine
Best
Solution
Build
Consensus
Proceed
Evaluate
with Solution Solution
Group Names
Name
Name
Notes Activity 1
Notes Activity 2
61
Training Bibliography
Bar-On, R., Tranel, D., Denburg, N. L., & Bechara, A. (2004). Emotional and social
intelligence. Social neuroscience: key readings, 223.
This piece of work depicts how people are able to use social intelligence to make decisions in
everyday life. Emotional intelligence are a set of competencies and skills that make individuals
improve the way they interact on a daily basis.
Caruso, D. R., Mayer, J. D., & Salovey, P. (2002). Emotional intelligence and emotional
leadership. Kravis-de Roulet Leadership Conference 9.
This source dives into the importance of emotional intelligence in the leaders of the workplace. One
of the main ideas is that individuals in the workplace that deal with employees on a regular basis
should be able to tap into these resources, or develop them.
Ciotti, G. (2014). 10 Insights on Building, Motivating and Managing an Exceptional Team.

Retrieved March 9, 2015 from http://www.entrepreneur.com/article/234475
This source covers many aspects of teamwork and teambuilding. There are definitions of teamwork
and team building. There are lists of the most successful activities for building a strong and happy
team. It talks about how coworkers will have better communication if they arent only
communicating about work. It also talks about how different personality types can make or break a
solid team.
62
DeVita-Raeburn, E. Be More Assertive (and Feel Good about It) CNN.com. CNN. Cable
News Network. Retrieved March 11, 2015 from
http://www.cnn.com/2012/02/20/living/be-assertive-feel-good/>
This article discusses the benefits to having a more confident and assertive tone when speaking to
authority and higher positions in the workplace. It discusses the reasoning behind submission and
provides alternative behavior practices.
Denison, D. R. (1990). Corporate culture and organizational effectiveness. John Wiley &
Sons.
This article depicts how organizational culture can impact the effectiveness of performance.
Different methods to study culture and effectiveness are described, and how this affects
organizational behavior.
Fiedler, F. E., & Garcia, J. E. (1987). New approaches to effective leadership: Cognitive
resources and organizational performance. John Wiley & Sons.
This article approaches effective leadership with cognitive resources and depicts how it can impact
organizational performance. The article explains how leaders are able to effectively use intellectual
abilities and develop a successful organization.
63
Garon, M. (2012). Speaking up, being heard: registered nurses' perceptions of

workplace communication. Journal Of Nursing Management, 20(3), 361-371.
doi:10.1111/j.1365-2834.2011.01296.x
This article is mainly about a study done with registered nurses, but we found some of the findings
of the study and conclusions helpful for our training program, as well. It discusses that
communication can be broken up into three categories: influences on speaking up, transmission
and reception of a message, and outcomes and results. The findings supported the importance of
the manager in setting the culture of open communication.
Glomb, T. (2003) INTERPERSONAL AGGRESSION IN WORK GROUPS: SOCIAL INFLUENCE,

RECIPROCAL, AND INDIVIDUAL EFFECTS." Academy of Management
Journal. 46(4).
This article describes a role-playing situation questioning how power and trust affect peoples
strategy choice and satisfaction in the end result of a small-scale workplace conflict simulation. In
the hypothesis, Glomb assumed that those participants with a higher level of trust with their
counterpart were more likely to cooperate better and have a greater satisfaction with the end result.
Those higher in power were more likely to assert dominant strategies and will ultimately be less
satisfied in the end result. The participants were given Likert scales to determine levels of trust and
power.
64
9. Harbour, S. (n.d.). How to Establish & Maintain Good Relationships in the Workplace.
Retrieved March 12, 2015 from http://smallbusiness.chron.com/establish-maintaingood-relationships-workplace-22396.html
This source is a short article about how to establish and maintain good relationships in the
workplace. It covers a few different steps on how to encourage teamwork and how to open up the
lines of communication. It lays out some clear and concise ideas that would really improve
relationships between coworkers in the workplace.
10. Holden Leadership Center. (2009). Leadership Exercises & Tips. Retrieved March 12,
2015, from http://leadership.uoregon.edu/resources/exercises_tips
This source features a variety of leadership resources. There are links for leadership skills,
reflections, facts, activities, exercises, developments, and more. The University of Oregon created
the website with a variety of sources listed for proof of their information.
Li, W. (n.d.). Reciprocal relationship between proactive personality and work characteristics:
A latent change score approach. Retrieved March 10, 2015 from
http://web.a.ebscohost.com/ehost/detail/detail?sid=6991f1ec-6105-4264-9ffe128e1aa889bb@sessionmgr4005&vid=0&hid=4209&bdata=JkF1dGhUeXBlPWlwLHV
pZCZzaXRlPWVob3N0LWxpdmUmc2NvcGU9c2l0ZQ==#db=pdh&AN=2014-09032-001
The article talks about the dynamics of the relationship between job demands and job control.
65
Louh, H., & Tsuar, S. (2013). The Effects of Age Stereotypes on Tour Leader Roles. Journal
of Travel Research 53(1), 111-123. doi: 10.177/00472875.3482774
This study explores the stereotypes of the age of a tour guide and how the tourists perceptions of
these tour guides affect their overall long distance trip. They believed that each job holds an age
stereotype. The older tour guides were hypothesized to be stereotyped by younger tourists as
being slow or fragile so they would not be able to go at a fast enough paces, the middle aged tour
guides were the highest respected, and the younger tour guides were not respected because of
experience. Overall the conclusion of the study stated that the performance of the tour leader will
affect the tourists perception of the tour, in comparison to the age stereotype.
Moscardo, G. (1999). Making visitors mindful: principles for creating quality sustainable
visitor experiences through effective communication. Sagamore publishing.
This article is mainly geared towards effectively communicating with visitors in different types of
settings. This research applies results from different studies on tourism and how people deal with,
learn, and use information.
Munslow, D. (2010) Line Managers Have a Crucial Role. The Star (South Africa). Retrieved
March 11, 2015 from http://www.lexisnexis.com.proxy.uwec.edu/
66
This article discusses the benefits of employer to employee communication and provides statistics
on employee opinions regarding their employers communication skills. The main idea in this article
is that employers should be genuinely interested in their employees and visa versa. Daniel
Munslow pushes that leaders of the workplace set the tone, culture, and degree of engagement
within an organization. In the article, Munslow states that, Communication is the force that drives
clarity; clarity drives motivation; motivation drives performance; and performance drives profits.
Otis, M. How to Use Business Demography in the Workplace. Small Business. Retreived
March 11, 2015 from http://smallbusiness.chron.com/use-businessdemographyworkplace-14650.html
This article provides a step-by-step essay describing how to utilize the expanding demographics
within a workplace for the benefit of the customers and the company. The author describes
strategies to make the workplace more efficient and cohesive. Age and the necessity for increased
recruitment, gender and the potential for increased sexual harassment training, family composition
and the need for greater benefits and flexibility, and religious backgrounds and the possible need
for diversity training are all discussed within the article.
Panaccio, A., & Vandenberghe, C. (2011). The Relationship of Role Clarity and OrganizationBased Self Esteem to Commitment to Supervisors and Organizations and Turnover
Intentions. Journal of Applied Social Psychlogy 41(6), 1455-1485. Retrieved from
67
http://onlinelibrary.wiley.com.proxy.uwec.edu/doi/10.1111/j.15591816.2011.00764.x/epdf.
This study focuses on the relationship between role clarity and organizational-based self-esteem
with 4 dimensions of commitment to the supervisors and organization (affective, normative,
perceived high sacrifice, perceived lack of alternatives) and also turnover intentions. It is stated that
role clarity is defined by many aspects within an organization; however the greatest provider of role
clarity comes from the supervisor.
Paige, A. How to Deal With a Clique at Work. Small Business. Retrieved March 11, 2015 from
http://smallbusiness.chron.com/deal-clique-work- 19235.html
This article provides step-by-step details on how to minimize cliques and drama within the
workplace. This is important for maintaining a safe working environment for all employees and
customers. Ideas expressed within the article include acknowledging and being aware of
disproportionate power within the workplace, recognizing the source of the exclusionary behavior,
and reassigning tasks to reduce chances of clique behavior.
Quast, L. (2013). New Managers: 5 Ways To Stop Negative Office Gossip. Retrieved March 9,
2015 from http://www.forbes.com/sites/lisaquast/2013/10/14/new-managers-5-waysto-stop-negative-office-gossip/
This article was written for the Forbes website which is one of the most trusted resource for the
worlds business and investment leaders. This article is a list of five ways that new managers can
68
stop negative office gossip. In a short version, the five reasons are: address the specific
perpetrators, meet with your entire team, encourage positive gossip, model the behavior you want
to see, and dont address the issue to the entire staff via email or another source.
Ramana, K. V., & Chaitanya, E. K. (2012). Collaborative Action Research -- A Tool to Enrich
Presentation Skills of the Professional Students. Language In India, 12(10), 312-321.
This article talks about how professional students are required to communicate clearly and
confidently to succeed. It talks about how college students may feel pressure that they cant speak
about their views. The paper elaborates on ways to help a student become more confident in
speaking and developing skills to improve their speaking. It also has some activities that are
appropriate for college age students.
Remick, J. (1991). Retrieved March 11, 2015 from http://tinyurl.com/nmwlrxp

This short article does a good job describing what a supervisor can do to help with turmoil between
employees and supervisors.
Rode, J., Mooney, C., Arthaud-Day, M., Near, J., Baldwin, T., Rubin, R., & Bommer, W. (2007).
Emotional intelligence and individual performance: evidence of direct and
moderated effects. Journal of Organizational Behavior 28, 399-421. doi:
10.1002/job.429
69
This study focused on the direct and moderated correlation between emotional intelligence and
individual performance. It was directly linked that emotional intelligence leads to a higher level of
motivation. They believe that individuals must not only have the emotional intelligence but also the
motivation to use it.
Sears, G., & Hackett, R. (2011). The influence of role definition and affect in LMX: A process
perspective on the personality LMX relationship. Journal of Occupational and
Organizational Psychology 84. 544-564. doi: 10.1348/0963.79.0X49208
It was found in this study that both affective and role definition processes are key precursors to
LMX. It was also found that when there is a leadership training intervention there should be a focus
on both leader behaviors that clarify workers roles and that promote affective bonding.
Sofiyabadi, J., Karimi, A., & Nasab, S. (2012). Emotional Intelligence: A Critical Factor to
Success in Tourist Relationship Management. International Business Research 5.
doi: 10.5539/ibr.v5n8p199
In order to promote tourist attraction rate, customer relationship management has been
implemented as a business strategy to boost the fundamental aspects of emotional intelligence. If
people are able to identify their own feelings and the feelings of others, they can use these
identifications for the improvement and enhancement of service quality and tourist satisfaction
rate.
70
Whittaker, S., Frohlich, D., & Daly-Jones, O. (1994). Informal workplace

communication: What is it like and how might we support it?. Proceedings of the
SIGCHI conference on Human factors in computing systems 131-137. ACM.
This article presents findings about the informal styles of communication used in peoples everyday
working activities. It identifies why these reactions are so common and how they can be very
useful. It also identifies the weaknesses this form of communication has and recognizes further
requirements for better support.
Zaccaro, S. J., Rittman, A. L., & Marks, M. A. (2002). Team leadership. The
Leadership Quarterly, 12(4), 451-483.
This article discusses leader-team dynamics through the process of functional leadership. This
approach emphasizes that the leaders main job is to do, or get done, whatever functions are not
being handled effectively in terms of group needs. This article also talks about how leadership and
team processes both influence each other.
71
FACILITATOR GUIDE
72
Table of Contents
Training Objectives..
Training Plan.
4-8
PowerPoint Slides with Speaking Notes..
9-25
Introduction.
Icebreaker...
Questionnaire 1.
10
Six Steps to Conflict Resolution..
10-
Scenario Handout..
17
Break Time.
18
Building Blocks Activity.
19
Discussion..
19-
Questionnaire 2.
22
Takeaways.
23
Thank You..
23
Training Agenda..
24
Materials Needed
25
Training Assessment Rubric.
26
Six Steps to Conflict Resolution.
27
Building Blocks..
28
Handouts
28
Opening Questionnaire.
28
Conflict Resolution Guide.
29-
Behavior Modeling: A Training Instrument.
35
Group Discussion Scenario..
30
Six Steps to Conflict Resolution Scenario..

31
32
33
73
Training Client: Jacob Leinenkugel Brewing Company

Training Team Members: Haley Rinzel, Breanna Westra, Shana Soul, Dylan Hildebrandt, Jacilyn
Kolasa, Jon Schmidt
2. After training, 90% of the employees will demonstrate the understanding of the six-step
conflict resolution strategies (identify conflict/problem, generate solution ideas,
determine best solution, build consensus, proceed with solution, evaluate solution) in
one five-minute behavior modeling scenario between coworkers. Trainees will be
evaluated based on verbal demonstration of knowledge of the six conflict resolution
strategies.
2. In finalization of the training, 95% of participants will increase their feelings of
confidence in regards to role definition based on two Likert-type scale questionnaires
administered at the beginning and end of the training session. Participants will ideally
have increased their initial scores by one or more points by the end of training.
3. At the end of the training, 95% of participants will comprehend the concepts of team
roles, elements of teamwork, and barriers to effective communication. This will be
achieved through two five-minute, interactive team-building activities involving building
blocks.
74
Time:
Training Content:
Training Method:
Training
Materials:
Assessment
Method:
00:0005:00
Welcome, Personal
Introductions, &
Agenda Breakdown:
Lecture/Discussion
PowerPoint
Slide 1 & 2
N/A
Group Game
PowerPoint
Slide 3 &4,
questionnaire
handout (page
30), pencils,
refreshments
*Questionnaire will
be used for
assessment later in
training (See training
objective 2).
Trainers will
introduce
themselves and
provide an overview
of topics that will be
discussed during
training.
05:0108:00
Icebreaker Activity:
What Beer?
The trainees will
introduce
themselves after
filling out a short
Likert-type scale
questionnaire and
identify which
Leinenkugels beer
they would be and
why.
08:0109:30
Six Steps Conflict

resolution
strategies: Identity
conflict/problem
Lecture
Powerpoint
Slide 5 & 6
N/A
09:3111:00
Six Steps Conflict

resolution
strategies: generate
solution/ideas
Lecture
Powerpoint
Slide 7
N/A
Behavior
Powerpoint
Verbal input and
011:01- Conflict Resolution
75
13:00
Scenario
Modeling/Discussion
Slide 8, (page
33) Whiteboard
participation
regarding the six
steps of conflict
Time:
Training Content:
Training Method:
Training
Materials:
Assessment
Method:
013:01
-15:30
Six Steps Conflict

resolution
strategies:
determine best
solution
Lecture
Powerpoint
Slide 9
N/A
15:3117:00
Six Steps Conflict

resolution
strategies: build
consensus
Lecture
Powerpoint
Slide 10
N/A
17:0119:00
Conflict Resolution
Scenario
Behavior
Modeling/Discussion
Powerpoint
Slide 11,
Whiteboard
Verbal input and

participation
regarding the six
steps of conflict
19:0120:30
Six steps conflict

resolution
strategies: Proceed
with solution
Lecture
Powerpoint
Slide 12
N/A
20:3122:00
Six Steps Conflict

resolution
strategies: evaluate
solution
Lecture
Powerpoint
Slide 13
N/A
22:0124:00
Conflict Resolution
Scenario
Behavior
Modeling/Discussion
Powerpoint
slide 14,
whiteboard
Verbal input and

participation
regarding the six
steps of conflict
24:0129:00
Conflict Resolution
Debriefing:
Partner Discussion
Powerpoint
Slide 15 & 16,
Scenario
Trainers will assess

participants on the
application of the six
76
asked to apply the
six steps of conflict
resolution to their
given scenario in
order to measure
their understanding
of the steps
handout (page
34), pencils
steps of conflict
resolution in a given
scenario (page 28).
During this activity,
participants will be
assessed on training
objective 1.
Time:
Training Content:
Training Method:
Training
Materials:
Assessment
Method:
29:0131:00
Two minute
water/bathroom
break
Powerpoint
Slide 17
N/A
31:0134:00
Introduction to
building block
activity.
Activity
Building blocks,
Powerpoint
slide 18, picture
of completed
sculpture
N/A
34:0139:00
Building block
activity 1:
Activity
Building blocks,
Powerpoint 19
& 20, picture of
completed
sculpture
assessed in small
group by a
designated trainer,
who will take notes
on their
communication and
Group Discussion
Powerpoint
slide 21
N/A
Participants will
attempt to construct
a model by
receiving
instructions from a
designated team
member.
39:0143:00
Building Block
Activity 1 debrief:
frustrations and
communications
barriers that
occurred during the
activity.
77
43:0048:00
Building block
activity 2:
Activity
Building blocks,
Powerpoint 22
& 23, picture of
completed
sculpture
assessed in small
group by a
designated trainer,
who will take notes
on their
communication and
Participants will
attempt to
reconstruct the
model in phase two
of the activity.
Time:
Training Content:
Training Method:
Training
Materials:
Assessment
Method:
48:0152:00
Building Block
activity 2 debrief.
Group Discussion
Powerpoint
slide 24
N/A
Questionnaire
Powerpoint
slide 25,
Questionnaire
handout (page
35), pencils
N/A
Powerpoint
slide 26
*Trainers will utilize

this time to analyze
questionnaire results
and compare the
second set of results

how participants
utilized the concepts
of team roles,
elements of
teamwork, and
barriers to effective
communication to
successfully achieve
their goal..
52:0155:00
Redistribute
questionnaire:
Trainees will recieve
the same
questionnaire that
was distributed
earlier in training.
55:0157:00
Two minute
bathroom/water
break
78
to the first.
57:0158:30
Discuss
questionnaire
results:
Lecture
Powerpoint
slide 27
N/A

the goal of taking
two questionnaires
(See training
objective 2).
Time:
Training Content:
Training Method:
Training
Materials:
Assessment
Method:
58:3163:30
Allow for questions

and comments from
trainees.
Group Discussion
Powerpoint
slide 28
N/A
63:3166:30
Closing statements
from trainers.
Lecture
Powerpoint
slide 29
N/A
Thank you for

attending our
training session!
79
Powerpoint Slides with Speaking Notes
Slide 1
Welcome!
Good morning ladies and gentleman, we are the Leinenkugels group. *Introduce yourself and
group members*
80
Training Breakdown
Slide 2
Questionnaire #1
Six Steps to Conflict Resolution
Conflict scenario activity
Break
Building block activity
Questionnaire #2
Final thoughts and questions
Today we are utilizing the behavioral modeling method as our strategy of choice. Behavioral
modeling calls for trainers to describe their step and demonstrate the behavior following each two
step increment. Some tips to remember when working on your own that our group will be
reinforcing throughout the process are attention, which is making sure trainees are receiving the
information. Next is retention, allowing the information to be accepted and remembered in order to
use it going forward. Finally we have reinforcement and motivation. These last tips are giving
positive reinforcement and motivating the trainees as they move through their scenario.
Which beer are you??

Slide 3
Name
Position
Beer
First were going to start out with a simple way to help us get to you know you and you get to know us.
Lets go around the room and state your name, position at Leinenkugels, and what Leinenkugels beer
youd be if you had to choose. Ill begin. Its nice to meet all of you! Next my group member will talk to
you about our first activity.
81
Slide 4
Questionnaire #1
Now we are going to go on to our first questionnaire. Once you are done filling it out you can flip it over
and I will come around and collect them when everyone has finished. After our first lecture training
session and activity we will take a quick break so you can use the restroom, have some more
refreshments, and move around a bit. During this time, a couple of the facilitators will take time to
review the questionnaires to make sure that we are covering useful information for your workplace
throughout this training program.
Slide 5
Now we are going to explain the Six Steps to Conflict Resolution, starting with Step 1: Identify the
Problem.
82
1 Identify Conflict/Problem
Gather information about the situation
Keep an unbiased mindset
Slide 6
Think of the impact it has on the team
To identify the conflict, you need to gather as much information about the situation as you can so
that you are aware of all the facts and arent coming about it with a biased mind. You want to keep
can open mind and try to see the problem through both parties perspectives; not just from one
side. You also want to think about the impact it has on the entire team. When you start thinking of
different solutions, which my group member will be discussing next, you want to be thinking about
how the team as a whole will be affected, not just the people involved in the conflict.
2 Generate Solution Ideas

Look at the problem from the outside
Build creative momentum
Use others ideas for fuel
Slide 7
Demonstrate convergent thinking
After identifying what exactly needs to be resolved, the next step is generating potential solutions.
By listening to the opposite partys viewpoints, you will be able to create a well-rounded answer to
the problem while making sure everyone has a voice and contribution in the potential solution. It
helps to ask specific questions to guide the situation to a positive outcome. Some examples would
be, what would it take for us to be able to move forward? How do we get there? What would
you like to see happen?
83
Scenario
One particular meetings agenda items were crucial to the success of the current
project. Several key decisions have to be made and implemented quickly. True to form,
Slide 8
Jane is laughing and telling stories with little regard for the time crunch. Johns
irritation is growing and he cant understand why no one, especially the boss, is taking
control of the situation.
One particular meetings agenda items were crucial to the success of the current project. Several
key decisions have to be made and implemented quickly. True to form, Jane is laughing and telling
stories with little regard for the time crunch. Johns irritation is growing and he cant understand why
no one, especially the boss, is taking control of the situation.
Identify the problem: In this situation, Jane and John deal with stress in their own way, yet they
dont realize it. Each expects the other to act the same way, but rather they are both reacting in
their own way to the same thing. The main problem here would be that Janes stories are taking
over the meeting and hindering the team from being productive, and John is getting stressed out
and wants to tell Jane to be quiet.
Generate solution ideas: John needs to consider his options and create possible solutions to fix
his problem. Some potential solutions to the issue include yelling at Jane in an angry outburst,
continuing to have anxiety and be uncomfortable about the unorganized meeting, or calmly asking
Jane if she would mind telling the group the story at a different time, preferably after the agenda
items were covered. The third option would be the best, because it respects each party involved
and quickly solves the issue at hand in a positive manner.
84
3 Determine Best Solution

Re-evaluate the problem
Attempt to find a win-win solution
Slide 9
Consider all consequences to each solution

Choose the solution that best benefits all parties
involved
Next, determine the best solution. You should listen for the most acceptable course of action. Point
out a variety of ideas, not only from each others perspective, but also take into consideration what
would be best for the organization. It is important to narrow down your ideas and decide what will
work best for all parties involved. For example, you could point out how there is a need for greater
cooperation and collaboration to effectively address team issues and departmental problems.
4 Build Consensus
Develop a mutually acceptable agreement
Slide 10
Discuss possible pros and cons
Now after determining the best solution, the next step is to build consensus. You want to be able to
answer, yes to the question: can everyone agree to support this decision/solution? You want
everyone to be on the same page with the best solution you came up with in step three. If people
are still not mutually agreed, then discuss some possible pros and cons to show that the chosen
best solution really is the best.
85
Scenario
Slide 11
Once everyone is in agreement, you can move on to the fifth step. But before we learn about the
fifth step, my group member and I are going to show how step 3 and 4 can be accomplished in the
scenario my group members read.
Determine the best solution: It is important for Jane and John to look at each other's perspective
when coming up with ideas to the tension that has been building up during the meetings. It is
important for John to realize that Jane might work better in a comfortable environment. In this
scenario, John should let Jane know that the meetings are being held to accomplish the task at
hand, and the story would be better suited outside the meeting.
Build a consensus: The characters in the scenario ensured consensus by each agreeing to the
solution of Jane needing to stay focused and John needing to calm down.
86
5 Proceed with Solution

Design the solution
Implement the solution
Slide 12
Work together
o Remember to keep everyones viewpoints in mind
Proceeding with the solution is the next step. In order to go about this step all view points of the
parties need to be kept in mind. With this, the solution can be reviewed and discussed; and then
implemented and practiced. The more they are practiced the more they can be improved upon, and
this leads to step 6.
6 Evaluate Solution
Confirm ideal solution
Eliminating options that are not viable or not best
Slide 13
fit.
Assess risks that are affiliated with other solutions
Make final decision
The last step we want to cover in the Conflict Resolution process is evaluating the solution after it
has been fully implemented. This is important for determining which solutions will be used long
term to prevent any recurring issues from happening. If, after implementing the solution, the
problem is still not solved, this is where you will go back to your list of potential solutions and
choose another. Following up after the problem is gone is also an important part of this step in the
process.
87
Scenario
Slide 14
Proceed with the solution: Once they both came to a common ground and everyones
viewpoints were kept in mind, they can implement the best solution at the meeting. When the
meeting began Jane yet again started to tell a story, John remembered that he should remain calm
and address her by saying, This story sounds very interesting, however we are on a time
constraint, and should stick to the agenda. But I am sure we would like to hear this at another
time. Jane needs to respect John and continue her story at a later time.
Evaluate the solution: Throughout the scenario we have been breaking down each step of the
conflict resolution with it finally ending with evaluating the solution. John assesses the risk of all
options and finds that remaining calm carries the least amount of risk for both parties. John has
ultimately decided to remain calm and kindly offer to listen to her story after they can productively
move through the meeting. This solution is viewed as best fit for all the parties involved.
88
Now You Try!
Slide 15
Identify Problem/Conflict
Generate Solution Ideas
Build Consensus
Proceed with Solution
Evaluate Solution
Now that we have taught you the six steps to conflict resolution, its your turn to determine the six
steps with the new scenario on page (blank) of your packet. You can choose a partner for this
activity and there will also be a trainer at your table for any assistance or questions you may have.
You will have about 5 minutes to complete the scenario and we will give you a 2-minute warning.
You may begin!
89
Slide 16
How did you handle the situation?
Now I would like to go around the room and here what your groups came up with. We will start
with this first table.
Slide 17
Break Time!
Thank you for your cooperation with the first half of the training program! We hope youre learning
some new things and enjoying yourselves! Now its time for a break. You can use the restroom at
this time and feel free to have more snacks. In about two minutes well start getting back together
to start the next activity.
90
Building Blocks
Slide 18
Our next activity will test the teamwork and cooperation of everyone involved. The items that we
are using have been provided by Caroline Wee, and she has helped in our preparation to lead this
activity. It is important to follow the rules that are provided and everyone follows their role in this
activity. There will be two rounds of the activity, which we will explain the differences at the start of
each round. With that being said, lets begin the activity!
Round 1
1 person holds the picture and faces away from team
Person with picture cannot look at what the team is building
Slide 19
Team members can only ask yes/no questions about the structure
You have 5 minutes to build the structure in the picture
During round one, there will be one person who has a picture of how the building blocks should
look at the end of the round. The individuals without the picture can only ask the person with the
picture yes or no questions. The person with the picture cannot look at what is being built. Please
follow the directions on the screen; you have 5 minutes to build the structure.
91
GO!
Slide 20
Are the directions clear? You may begin! Good luck.
Slide 21
Frustrations?
Now that you have completed the first round, did your group experience any frustrations with this
activity? Were there some communication difficulties? *prompt each group to share a frustration and
talk as a large group about their frustrations and why they may be experiencing them.
92
Round 2
1 person holds picture and faces away from team
Person holding picture cannot look at the structure the team is building
You have 5 minutes to build the structure in the picture
Team members are split up into roles:
o Time keeper
o Question asker
o Builder
Question asker can ask any type of question
Slide 22
Now for the second round, we are going to change things up a bit. We will still have the same person at
each group hold the picture and keep it hidden from the other group members. As a group, you should
assign each person in your group a role that you know fits his or her personality the best. You will need
the role of a timekeeper, a question asker, and your builder. Another difference in this round is that you
can ask any question you want and the person with the picture can answer any way they want. Do you
have any questions before starting this second round?
Slide 23
GO!
Your 5 minutes begin, now!
93
Slide 24
Improvements?
Did the second round go better? What seemed to go better this time around? Do you feel that having
those roles defined helped make the process easier? We feel that this was a good lesson to help show
that role definition can help the environment within the workplace. Work environment is also improved
when others work together to get tasks finished. It is ok to ask questions and encourage others on a
daily basis. We hope that this has helped you realize the importance of role definition and teamwork
with this activity.
Slide 25
Questionnaire #2
94
Alright, so we are almost finished with our training today! We would like you to fill out our second
questionnaire and we will have a brief discussion about it after a short break. Please feel free to leave
some comments about how you felt the training today has went and how you think that you can use
these ideas in the workplace. After you have finished just give the questionnaire to the trainer at your
table and take a mini break.
Slide 26
Break Time!
Its time to take one more break before we wrap up the training program. You can use the
restroom again and help yourselves to any more food and drinks. Well take about two minutes
again, and then well come back together to go over what we did today and conclude the program.
Slide 27
Questions/Comments?
95
Welcome back from break. Next wed like to take a few minutes to answer any questions you have
about what we did during this program. About the activities, the topics we went over, or anything
you might have in mind. Wed also like to hear any comments that you would like to add. Please
feel welcomed to give us any type of feedback; were happy to hear it.
Takeaways
Slide 28
Identify problem, generate solution ideas, determine best solution, build consensus,
proceed with solution, evaluate solution
Why having role definitions is important/useful

Benefits of using effective communication
After today, we hope you walk away with a couple key lessons that you can use going forward. Hopefully,
you have a firm grasp on the six steps to conflict resolution that include: identify problem, generate solution
ideas, determine best solution, build consensus, proceed with solution, and evaluate solution. We also hope
there is a greater sense of understanding of what role definition is and what it means to understanding your
role in the workplace. Are there any questions as we wrap up our training today?
96
Slide 29
Thank you!
Again wed like to tell you how grateful we are that you all took the time to meet with us today and
had excellent participation. We hope that you are able to utilize the information weve shared and
taught to you today and apply it to situations either within the workplace or in your day to day lives.
Thank you again for your attention and all of your hard work today. If anybody has any questions,
comments, or concerns, please feel free to contact any of the trainers from todays session and we
will be happy to help you. Have a great rest of your day!
97
Leinenkugels Training Agenda
Welcome! Food & Drink

Icebreaker: What Kind of Beer Are You??
First Questionnaire
Activity #1 Behavior Modeling: Six-Step Conflict Resolution
o Trainers Discussion and Modeling of Six-Steps
o Participants Turn!
Break
Activity #2 Lego Building
o Round 1
o Discussion
o Round 2
o Discussion
Second Questionnaire
Break
Recap
Thank You to all Participants!
Materials Needed
Training Powerpoint
Participant Guides
Pens/Pencils
Questionnaire 1 & 2 Handouts
Six Steps to Conflict Resolution Scenario Handouts
98

Legos for Building Block Activity
Refreshments for participants
Six Steps
Identify
Problem
Generate
Solution
Determine
Best
Solution
Build
Consensus
Proceed
Evaluate
with Solution Solution
99
Name
Name

Group Names
Notes Activity 1
Notes Activity 2
Handouts
100
Opening Questionnaire
Strongly Disagree
Disagree
Agree
Strongly Agree

Strongly Disagree
Disagree
Agree
Strongly Agree

Strongly Disagree
Disagree
Agree
Strongly Agree

workplace.
Strongly Disagree
Disagree
Agree
Strongly Agree
Strongly Disagree
Disagree
Agree
Strongly Agree
101
Strongly Disagree
Disagree
Agree
Strongly Agree
Conflict Resolution Guide
Identify Conflict/Problem
Gather unbiased information about the situation
Generate Solution/Ideas
Think outside the box!
Find a win-win solution
Build Consensus
Proceed With Solution
Design and Implement the solution

102
Evaluate
Solution
Confirm
the
effectiveness of the solution
What is it?
103
o It is based on the premise that the best way to learn a skill is to identify the
behaviors required to perform it effectively, watch someone demonstrate those
behaviors, practice the behaviors, and receive feedback on the performance of the
behaviors.
Why is it important?
o Involves presenting trainees with a model that demonstrates key behaviors to
replicate
o Provides trainees an opportunity to practice those key behaviors
o The Social-Learning Approach
o Work Tasks and Work Ethic can be modeled within the workplace
TIPS:
o Attention making sure the trainees attend to the pertinent aspects of the
behavior being modeled
o Retention helping the trainees remember the original observation points in the
form
o Reinforcement and Motivation using practice and positive reinforcement to
translate
Group Discussion Scenario

observational learning into skilled performance.
The Conflict:
One particular meetings agenda items were crucial to the
success of the current project. Several key decisions have to be
made and implemented quickly. True to form, Jane is laughing
and telling stories with little regard for the time crunch. Johns
104
irritation is growing and he cant understand why no one,

especially the boss, is taking control of the situation.
Six Steps to Conflict Resolution Scenario
105
7.
Identify the problem:

______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
8.
Generate a solution/ideas:
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
9. Determine best solution:

______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
10.
Build a consensus:
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
11.
Proceed with the solution:

______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
12. Evaluate the solution:

______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
106
Strongly Disagree
Disagree
Agree
Strongly Agree

Strongly Disagree
Disagree
Agree
Strongly Agree

Strongly Disagree
Disagree
Agree
Strongly Agree

workplace.
Strongly Disagree
Disagree
Agree
Strongly Agree
Strongly Disagree
Disagree
Agree
Strongly Agree
Strongly Agree
Strongly Disagree
Disagree
Agree
We appreciate any comments or feedback on this training session. Thank you for your
participation!
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
107
Action Plan and Final Assessment

Throughout the semester, our group has been working diligently on a project that calls for
us to implement a human resource management training session using knowledge that we learned
in CJ 350 as well as other prior classes. As we progressed through the weeks, our group decided
to split our workshop into two sections. Our first section, was designated for behavioral modeling of
the Wee Communicates Six Step Conflict Resolution method. Our way of behavioral modeling was
tweaked after our first in-class exam and performed in a role-play setting in order to properly
educate the subjects using the behavioral modeling method. What proved to be effective in this
section was breaking down the six steps into three separate increments. In each phase, two
facilitators had one designated step to describe and discuss. After each of the trainers talked about
their step, the pair went into the behavioral modeling section that showed the trainees how to
correctly practice the steps they had just educated them on. This was beneficial for the trainees as
they were not overloaded with information but were able receive in-depth discussion and modeling
in small portions. This method allowed them to retain higher volumes of information that was
obvious in the final conflict resolution activity. Once we proceeded with the group activity in the
behavioral modeling portion of the implementation, the subjects displayed excellent understanding
of the information we relayed to them. Each team was able to accurately work through each step
before ultimately coming to resolutions that were plausible and effective.
In the second phase of our implementation, we used Wee Communicates building blocks
activity that would aid in the subjects formulation of what role definition is and how to achieve it.
What worked well in this phase was talking about what was problematic and changes they would
make to the activity after trying it the first time. Once we discussed the dynamics of the first round,
108
giving them more freedom the second time around allowed them to feel inspired to work better as a
team. With the person in the team lead type of role becoming more involved, the teams were able
to erect their blocks with time to spare. Also, because we had less of a time constraint than we
anticipated, were able to let people building rotate into the team lead role. This let each person
see each part of the activity from different points of view. Overall, this activity proved to harvest the
most smiles and laughs from our trainees while also understanding why defining their role in a
task-based activity in vital to a groups success.
While our implementation was quite successful and provided us with fantastic results,
there are always aspects to a project of this magnitude that could have been better. First, I believe
we could have stuck to our training plan a little more closely. Due to each of our team members
being extemporaneous speakers and personable people, there were times when we would get off
track and somewhat lose our trainees attention as a whole. Taking into consideration that we were
going to be working with other college students that are also going the stress of finishing a
semester beforehand could have helped us follow our outline better. In essence, understanding the
nature of our audience I believe would have set us up to operate more efficiently.
Another aspect to our implementation that could have been more polished was our
transitioning from one phase to the next. If we would have established a more structured transition
I believe the segue from phase one into phase two of the implementation would not have been as
chaotic as it was. Once our behavior modeling section was finished and we were gathering our
data, our subjects used the bathroom and took advantage of the refreshments provided. The time
allotted was five minutes but due to having only one restroom and a lack of a structured break, our
109
down time went longer than expected and took more effort attempting to bring everyone back to
the workshop. Our group was primarily focused on being exact in our training but we overlooked
our intermission, which proved to be problematic. Going back, I would advise making sure we have
a structured break as well as a plan to handle the situation better if the outline breaks down.
Throughout the entire process of breaking down the organizational needs of the Jacob Leinenkugel
Brewing Company we found that free-flowing communication between tour guides and team leads
was a dynamic of the organization that needed to be addressed. Specifically, the Jacob
Leinenkugel Brewing Company employees next step should be is taking the knowledge gained
from this training session and relaying it in an actual work setting. Also, getting upper management
to go through the training would allow employees to place a greater trust in their leadership. The
activities we coordinated were great for defining their roles in the workplace as well as properly
working through a six step conflict resolution method. If management can not only view their
employees showing the effort to create a more productive work environment, but participating in
the workshop themselves, I believe the organization can be an even more fine-tuned and
productive than they have already proven to be.
110

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Final Portfolio

By: Dylan Hildebrandt, Haley Rinzel, Jacilyn Kolasa,

Jacob Leinenkugel Brewing Company

Needs Assessment Instrument

Needs Assessment Results.

Needs Assessment Results with Visuals.

Training Rationale Paper...

Action Plan and Final Assessment

Jacob Leinenkugel Brewing Company

Students in CJ 350: Human Resource Development & Training at University of Wisconsin-Eau

Client Information & Signature

Training Team Contact Member Information & Signature

Jacob Leinenkugel Brewing Company

TO: Kathy Schwandt, Jacob Leinenkugel Brewing Company

Blank copy of the survey instrument distributed to the participants

Jacob Leinenkugel Brewing Company

Group Needs Assessment Instrument

2. What is your position at Leinenkugel's?

3. How long have you been employed with Leinenkugel's?

Jacob Leinenkugel Brewing Company

4. Rate the following statements from strongly disagree to strongly agree:

1. It is important to change the tour

5. Please choose the rating that best fits the statement:

1. I see strong leadership qualities

Jacob Leinenkugel Brewing Company

demeanor as a tour guide/team lead.

Jacob Leinenkugel Brewing Company

9. Please explain the responsibilities of your role in the workplace.

10. Please explain an example of a time when the clarity of communication

Jacob Leinenkugel Brewing Company

Jacob Leinenkugel Brewing Company

Jacob Leinenkugel Brewing Company Needs Assessment Results

2. What is your position at Leinenkugel's?

3. How long have you been employed with Leinenkugel's?

Jacob Leinenkugel Brewing Company

4. Rate the following statements from strongly disagree to strongly agree:

5. Please choose the rating that best fits the statement:

Jacob Leinenkugel Brewing Company

Jacob Leinenkugel Brewing Company

Jacob Leinenkugel Brewing Company

9. Please explain the responsibilities of your role in the workplace.

Jacob Leinenkugel Brewing Company

10. Please explain an example of a time when the clarity of communication

Jacob Leinenkugel Brewing Company

Jacob Leinenkugel Brewing Company

Jacob Leinenkugel Brewing Company

Jacob Leinenkugel Brewing Company

Jacob Leinenkugel Brewing Company Needs Assessment Results with Visuals

Jacob Leinenkugel Brewing Company

2. What is your position at Leinenkugel's?

3. How long have you been employed with Leinenkugel's?

More than 1 year

Jacob Leinenkugel Brewing Company

Neither Agree nor Disagree

Jacob Leinenkugel Brewing Company

4.3 I clearly understand the responsibilities of my role in the workplace.

Neither Agree nor Disagree

4.4 I am confident with my abilities to speak in front of a large group of people.

Jacob Leinenkugel Brewing Company

5.1 I see strong leadership qualities presented from my team members.

Jacob Leinenkugel Brewing Company

5.2 I believe that leadership roles are clearly defined in my organization.

5.3 My job performance is influenced by the attitude of my co-workers.

Jacob Leinenkugel Brewing Company