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Chapter 5. Interpersonal Skills. Communication Climate. What is the communication climate? The communication climate describes the quality of the person relationships within an organization. Do people feel respected? Do they believe they are appreciated? DO they trust one another?.

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Chapter 5 l.jpg

Chapter 5

Interpersonal Skills

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Communication Climate

  • What is the communication climate?

    • The communication climate describes the quality of the person relationships within an organization.

    • Do people feel respected?

    • Do they believe they are appreciated?

    • DO they trust one another?

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Communication Climate

  • Positive climates exist when employees feel valued.

  • Negative climates exist when employees feel unappreciated.

  • Messages that express feelings of value have been labeled confirming.

  • Messages that explicitly show a lack of value have been labeled disconfirming.

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Communication Climate

  • Ways to promote positive, confirming relationships:

    • Use descriptive “I” language

    • Focus on solving problems, Don’t try to control others

    • Be Honest: Don’t manipulate

    • Show concern for others

    • Demonstrate an attitude of Equality

    • Keep an open mind-LISTEN!

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Giving Praise

  • Make praise specific

  • Praise progress, not just perfection

  • Praise intermittently

  • Relay praise-either to others, or from others to person praise was about

  • Praise sincerely

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Dealing with Criticism

  • Offering Constructive Feedback

    • Consider the content

      • Limit criticism to one topic

      • Make sure the criticism is accurate

      • Define the problem clearly

      • Show how the recipient can benefit

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Dealing with Criticism

  • Consider the sender

    • Choose the most credible critic-make sure the message comes from the person who can deliver it most effectively

    • Make sure the criticism is appropriate to the critic’s role-job-related comments should be appropriate to the work relationship to the other person

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Dealing with Criticism

  • Consider the relational climate

    • Deliver marks as part of a positive relationship

    • Accept partial responsibility for the problem

    • Accompany criticism with an offer of help

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Dealing with Criticism

  • Consider the delivery

    • Deliver the criticism in a face-saving manner-PRIVATELY!!!

    • Avoid sounding and looking judgmental-use “I” language instead of “YOU” language

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Responding to Criticism

  • Seek more information

    • Ask for examples or clarification

    • Guess about the details of the criticism

    • Paraphrase the critic

    • Ask what the critic wants

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Responding to Criticism

  • Agree with the criticism

    • Agree with the facts

    • Agree with the critic’s right to his or her own perception

    • Emphasize areas of common ground

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Responding to Criticism

  • Work for a cooperative solution

    • Ask for a chance to state your point of view-do not interrupt, let the critic have their say and then respond when they are ready to listen

    • Focus on a solution, not finding fault-don’t play the blame game

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The Art of the Apology

  • When you have made a mistake, you need to apologize. A complete apology requires the use of these requirements:

    • Sincere regret

    • Understanding how the person suffered harm

    • An explanation of what happened

    • Corrective action

    • Restoration

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Managing Conflict

  • What are conflicts about?

    • The topic at hand (pay, scheduling, budgeting)

    • The process (how to do something)

    • Relational issues (how parties want to treat one another)

    • Ego/identity issues (honesty, commitment, professionalism)

    • Most conflicts are a combination of issues-make sure to deal with all dimensions

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Approaches to Conflict

  • Avoiding

  • Accommodating

  • Competing

  • Collaborating

  • Compromising

  • Turn to page 152, table 5-4

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Handling Conflicts Constructively

  • Negotiation is a discussion set up or intended to produce a settlement or agreement involving two or more parties (either individuals or groups).

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Negotiation Strategies and Outcomes

  • Win-lose: based on the assumption that only one side can reach its goals and that any victory by that party will be matched by a loss for the other party.

  • Lose-lose: arise when competitors try to gain an advantage at the expense of the other party

  • Win-win: everybody involved is satisfied with the outcome

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Preparing to Negotiate

  • Clarify your interests and needs-Ends versus means

    • Ends-the goals you want

    • Means-ways of achieving those goals

    • Focus on the ends

  • Consider the best time to raise the issue-is the other person tired, grumpy, or distracted by other business

  • Prepare your statement-try to use “I” language

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Conducting the Negotiation

  • Identify the ends that both parties are seeking

  • Brainstorm a list of possible solutions

  • Evaluate the alternative solutions-decide which are most promising

  • Implement and follow up on the solution-make sure it understood, give it a try, evaluate after a reasonable amount of time if it works

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Next Week

  • Chapters 8 & 9

  • Group assignment handed out