2 Interpersonal Communication

Interpersonal Communication

1

Objectives

Students will be able to understand and describe


Conflict Management

Definition of Negotiation

Personal Negotiating skills

Managerial Negotiation

Definition of Assertive

Assertion and Negotiation

Interviews

2


3


Communication between 2 persons - to influence, to discover, to help, to play, to inform, to share, etc

Why?

Relationships, support, family, etc

long lasting relationships

Maintain effective relationship, friendship

4

Conflict Management

5

Conflict Management

What is conflict?

Real or perceived threat / opposition to one’s needs, interests, principles, concerns, or security.

What is conflict management?

Differences are inevitable in a local group having members with different experiences, attitudes and expectations.

6

7 Styles of Conflict Management

1. Avoiding – I zig, U zag

Is unassertive and uncooperative.

Either passive withdrawal from the problem or active suppression of the issue.

The individual does not immediately pursue his own concerns or those of the other person.

He or she does not address the conflict

7


2. Collaborating – I win, you win

Is both assertive and cooperative.

Conflicting parties jointly identify the problem, weigh and choose a solution.

Involves an attempt to work with the other person to find some solution which fully satisfies the concerns of both persons.

8


3. Competing – I win, you lose

Is assertive and uncooperative.

Shows high concern for self-interest and less concern for the other’s interest.

An individual pursues his or her own concerns at the other person’s expense.

This is a power-oriented mode, in which one uses whatever power seems appropriate to win one’s own position.

9


4. Accommodating – I lose, you win

Is unassertive and cooperative.

Playing down differences while emphasizing commonalties.

An individual neglects his or her own concerns to satisfy the concerns of the other person.

There is an element of self-sacrifice in this mode.

10


5. Compromising – You bend, I bend

Is intermediate in both assertiveness and cooperativeness.

A give-and-take approach involving moderate concern for both self and others.

The object is to find some expedient, mutually acceptable solution which partially satisfies both parties.

It falls on a middle ground between competing an accommodating.

11


6. Assertion

Standing up for your right to be treated fairly.

It is expressing your opinions, needs, and feelings, without ignoring or hurting the opinions, needs, and feelings of others.

Whether your behaviour is unassertive (passive) or overassertive (aggressive), it is possible to change.

12


7. Cooperation

Negotiate to arrive at a compromise, bargaining for gains by both parties.

The process of interest-based or integrative bargaining, which leads parties to seek win-win solutions.

This is where you partner or pair up with the other party to achieve both of your goals.

13

Conflict Management Styles Model

14

Negotiation & Assertion

15

Definition of Negotiation

A process of interaction by which two or more parties who need to be jointly involved in an outcome but who initially have different objectives, seek by the use of argument and persuasion to resolve their differences in order to achieve a mutually acceptable solution

The other party might modify their position

You expect an acceptable outcome

You have less than 100% power in the situation

16

Personal Negotiating skills

Thorough preparation

Knowledge of the subject and processes in hand

Thinks clearly and rapidly

Expresses thoughts clearly

A good listener

Display sound judgment

Honesty

Persuasive

Patient

Assertive and decisive at key moments 17


Before negotiating, the manager should establish the maximum supportable outcome (MSO) and least acceptable outcome (LAO) to know the negotiation range.

Both limits must be carefully thought out so managers can protect their best interests while negotiating in a credible manner.

The MSO must be one the manager can support convincingly, and the LAO must be one the manager can live with.

18


It is also wise to define BATNA (the best alternative to a negotiated agreement) to prevent a deadlock.

Negotiators need to consider when to negotiate, how long to continue, and when to make a counteroffer.

Since negotiation is liable to be most fruitful when close to an opponent's deadlines, several suggestions about deadlines are appropriate:

(1) do not reveal the true deadlines, if possible;

(2) be patient

19

Being assertive

Definition of Assertive

To act assertively means to claim the rights and privileges that are due to you as a person and as an actor within a given role.

As a manager, you may wish to defend others within your department against unfair criticism from outside and at the same time reserving the right to apportion blame where it is due.

Passive response versus aggressive response

Being assertive is not all negative

Is about being respected as a person and operating both morally and efficiently with others

20

Being assertive

Bloom, Coburn, and Pearlman set out their own bill of rights for an assertive person

To be treated with respect

To have and express own feeling

To be listened to and to be taken seriously

To set your own priorities

To say NO without feeling guilty

To ask for what you want

To ask for information from professionals

To make mistakes

To choose not to assert oneself 21

Assertive communication

Lyn Porritt identifies 8 activities which form the basis of assertive communication

Give information

State reality

Give praise

Make constructive criticism

Accept praise

Receive criticism

State feelings

Confront others

22

Interview

23

Interview

Interviews are a very powerful tool for information gathering within a business environment

If we are going to make decisions on the basis of interviewing others we must carefully budget for the incipient errors in the procedure and to build high levels of quality control

24

Interview

Preparing the interview

Key personnel – system owners, information holders, system users

Set aims and objectives

25

Interview

Setting up the interview

Time and place

The context

Recording and transcription

Listening triads

26

Interview

Asking what questions?

Open questions, closed questions, multiple choice questions, leading questions, non-questions

27

Interview

Listening

Positive listening, partial listening, reflective listening, over response, apparent listening

28

Interview

Interview procedures

Effective behaviour – inviting, proposing, suggesting, building, testing, confirming, summarizing, closing

Taking control

Bad interviews – blocking, interrupting, attacking, disagreement

Participant observation

Use graphical representation

29

Documents

2 Interpersonal Communication