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BUS335CH5InterpersonalSkillsandSuccess.pptxCH 5 interpersonal skills
BUS 335 COMMUNICATION IN TEAM BUILDING
WHAT MILLENNIALS EXPECT
To know why their organization is having them do something
Expect their opinions to be heard and valued
Desire professional, friendly, and open communications with supervisors
Want to feel comfortable asking questions and talking about their projects
Expect timely feedback and suggestions
Desire professional and personal communication wwith coworkers that is mostly professional
Building Positive Relationships
Employers value interpersonal skills.
Cognitive intelligence takes a backseat to “EQ,” or emotional intelligence.
High IQ works better with interpersonal skill development.
Affirming dignity
WORKPLACE DIGNITY: a person’s ability to gain a sense of self-respect and self-esteem from his or her job and to be treated respectfully by others
DIGNITY can:
Improve bottom line
Increase job satisfaction
DIGNITY arises from three kinds of communication:
Respectful interaction
Recognition of competence and contribution
Messages that communicate equality and being valued as a unique individual within an organization
Enhancing Organizational Climate
Organizational climate refers to the underlying nature of relationships in work groups.
Positive climates feel warm and are healthy.
Negative climates can feel “chilly” or seem “polluted”.
These factors have a powerful effect on performance.
Organizational culture impacts communication style and effectiveness
FeedBACK - Giving Praise
Praise promptly
Make praise specific
Praise progress, not just perfection
Praise intermittently
Relay praise
Praise sincerely
Raising Difficult Issues
Use descriptive “I” language
Avoid accusatory “you” language
Focus on solving problems, not controlling others
DESCRIPTIVE vs. Judgmental?
I think Melinda is pretty spacey.
• Ross really bugs me.
• I get nervous when I have to answer all the phones because you’re taking a 20-minutebreak instead of a 15-minute break.
• I tell you, my boss is an idiot.
• When you put your drink on my table just now, it left a white ring that I’m having trouble wiping off.
• I wish you would stop acting so stupidly.
• When you answer the phone promptly, we keep our customers happy.
Raising Difficult Issues
Be honest, don’t manipulate
Show concern for others
Respect equality
Offering and Responding to Criticism
Use constructive feedback
Choose credible critic to deliver
Define parameters of criticism
How to Frame the Message
Limit the criticism to one topic
Ensure the criticism is accurate
Define the problem clearly
Show how criticism helps recipient
Acknowledge the positives
How to Deliver the Criticism
Deliver feedback privately
Allow adequate time
Avoid sounding and looking judgmental
Listen to the recipient
Remain calm and professional
Responding to Criticism
Avoid “fight or flight” mentality
Ask for examples or clarification
Guess the details ( fill in if the person giving the criticism does not)
Paraphrase the critic
Ask what the critic wants
Work for collaborative solution
Raising Difficult Issues
Dealing with Difficult People and Situations
Incivility is the exchange of seemingly inconsequential, inconsiderate words and deeds that violent conventional standards of workplace conduct.
Ranges from insensitivity to blatant rudeness
Power and status play an important role
Cyber incivility is such behavior as expressed through communication technologies such as e-mail, text, and social media.
Workplace Bullying
Types of bulling that occur in the workplace include
Aggression: control through fear and intimidation
Criticism: ineffective or unwarranted criticism
Deviousness: sabotage, passive-aggressive behavior
Gatekeeping: controlling resources needed to succeed; (recall information power)
Strategies for Dealing with Incivility and Bullying
Negotiate with the offender (a risky approach)
Appeal to a third party
Avoid offender (choose alternate channels to communicate)
Reframe your thinking (i.e. don’t allow yourself to be the victim)
Sexual Harassment
The Civil Rights Act of 1964 helped identify two types of sexual harassment.
Quid pro quo: The Latin term meaning “this for that”.
Hostile work environment: Includes any verbal or nonverbal behavior that has the intention or effect of interfering with someone’s work or creating an intimidating environment.
Responding to Sexual Harassment
Consider dismissing the incident (only appropriate if you do not feel threatened)
Keep records for future action
Write a written statement to the harasser
Ask a third party to intervene
Use company channels
File a legal complaint
Causes of Conflict
The topic at hand
The process
Relational issues
Ego/identity issues
Privacy issues
Approaches to Conflict
Avoiding: avoid whenever possible and withdraw
when appropriate? Issue is trivial, you have no change of winning, potential for disruption is greater than the benefits of resolving it
Accommodating: you give up a ground
when appropriate? Your side is wrong, you want to minimize losses, harmony is more important
Competing: your goal is to win
when appropriate? When quick, decisive action is neede, issues are important; when others take advantage of you
Approaches to Conflict
Collaborating: working together to resolve conflicts
when appropriate? When issues are too important for compromise, long-term relationship is important; other side is willing
Compromising: each party sacrifices something
when appropriate? When goals are important but not worth the disruption, when opponents have equal power; ned to achieve temporary settlements of complex issues or arrive at solutions due to time pressure.
Collaborating reflects a high concern for your own interests and a high concern for the interests of the other party. This conflict management style emphasizes problem solving and pursues an outcome that gives both parties what they want. Goal: to fulfill both parties’ needs with a goal of “I win / you win.”
Compromising is a conflict management style in which each side sacrifices something in order to end the conflict. This middle-ground style reflects a moderate concern for both your and the other party’s interests. Goal: “I win some and lose some / you win some and lose some.”
Accommodating is a cooperative conflict management style. This style is generally used when the issue is more important to the other party than to you or if you recognize you were wrong. Goal: accommodating is “I lose / you win.”
Avoiding is a passive conflict management style involving ignoring the conflict or denying that it exists. This style reflects a low concern for both parties. Goal: “no winners / no losers.”
Competing is pursuing one’s own interest at the expense of the other party. This approach is generally used when the conflict issue is important or to set a precedent. Goal: “I win / you lose.”
Preparing to Negotiate
Clarify your interests and needs
Consider the best time
Consider cultural differences
Prepare your statement
Conducting the Win-Win Negotiation
Identify the results both parties desire
Brainstorm solutions
Evaluate alternative solutions
Implement and follow up on the solution
SIMPLY SAID – CH 14 Do You Have a Minute? Sharing Meaningful Feedback
When the economy is doing well and professionals leave their jobs for other opportunities, they often list a lack of feedback as one of the reasons for changing jobs.
When the economy is isn’t doing well and employees tend to stay with their firms, they list a desire for feedback as a top concern.
If we don’t receive feedback at work, we feel we aren’t valued.
If we received feedback that is poorly delivered, it can come across as a personal attack; when feedback is conveyed clearly and effectively, it encourages people to develop their talents
SIMPLY SAID – CH 14 Do You Have a Minute? Sharing Meaningful Feedback
GIVING FEEDBACK
Step 1: Raise a Specific Issue
Step 2: Ask Permission Before You Explain
Step 3: Give the Big Picture
Step 4: Identify Successes and Challenges
Step 5: Solve the Problem Collaboratively
Step 6: Establish Clear Next Steps
SIMPLY SAID – CH 14 Do You Have a Minute? Sharing Meaningful Feedback
RECEIVING FEEDBACK
Communicate to those around you that you are open to receiving feedback
Asking for feedback communicates that you are invested in improving yourself and helps to build healthy work relationships
SIMPLY SAID – CH 8 Challenge Every Word Editing for Clarity
GET RID OF THE CLUTTER
Eliminate unnecessary words: “Due to the fact that”—replace by “Because”
CUT WORDY EXPRESSIONS
Avoid confusing instructions: use of and/or “/”—does it mean both? either? Choose whatever you want
Don’t confuse i.e. with e.g.
USE THE BEST POSSIBLE WORDS
Use strong verbs
Use verbs to replace words ending in –tion, -ment, -ance, or-ing when possible.
E.g. He made a statement that he was dropping out of the race. (wordy)
Better: He stated that he is quitting the race
Use the active voice instead of the passive voice
Passive vs. Active
Passive voice:
Use of the verb “To Be”
Indirect pattern
The office will be inspected by Mr. Hall
Use the passive voice when
you wish to de-emphasize the doer of an action
The doer is unknown
You do not want to identify the doer
Active voice:
Uses strong, descriptive verbs
Direct pattern
Mr. Hall will inspect the office.
Use the active voice in circumstances when you want to emphasize the doer or need to stress action. e.g. a résumé
