2. Communicating for Results Seventh Edition Cheryl Hamilton, Ph.D.

3. Copyright © 2005 Wadsworth 2 Chapter 3 - Improving Interpersonal Relationships 3 Opening Quotation

4. Copyright © 2005 Wadsworth 3 Chapter 3 - Improving Interpersonal Relationships Relationship Keys Make expectations clear Use reciprocal nature of relationships to elicit cooperation & trust Understand communication styles To develop & maintain relationships...    Microsoft Image

5. Copyright © 2005 Wadsworth 4 Chapter 3 - Improving Interpersonal Relationships Interpersonal Relationships Strained when expectations not met Can lead to self-fulfilling prophecies—either positive or negative Deteriorate/stagnate when out of balance Grow when reciprocated Can elicit cooperation / trust Microsoft Image

6. Copyright © 2005 Wadsworth 5 Chapter 3 - Improving Interpersonal Relationships Trust: Constructive Cycle Relationship between trust and performance... High Trust High Performance Constructive Cycle

7. Copyright © 2005 Wadsworth 6 Chapter 3 - Improving Interpersonal Relationships Trust: Destructive Cycle Relationship between trust and performance... Low Trust Low Performance Destructive Cycle

8. Copyright © 2005 Wadsworth 7 Chapter 3 - Improving Interpersonal Relationships Communication Styles Feedback Vary according to... Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive FeedbackDisclosure

9. Copyright © 2005 Wadsworth 8 Chapter 3 - Improving Interpersonal Relationships Awareness Check Styles Survey—Short Form...

10. Copyright © 2005 Wadsworth 9 Chapter 3 - Improving Interpersonal Relationships The Closed Communicator Productive when allowed to work alone Uncomfortable around people Seldom communicates expectations Motivated by anxiety or fear Avoids conflict Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Closed

11. Copyright © 2005 Wadsworth 10 Chapter 3 – Interpersonal Relationships

12. Copyright © 2005 Wadsworth 11 Chapter 3 - Improving Interpersonal Relationships The Blind Communicator Seen as authoritarian & demanding Motivated by over self-confidence Usually experienced & very knowledgeable Handles conflict by force Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Blind

13. Copyright © 2005 Wadsworth 12 Chapter 3 – Interpersonal Relationships

14. Copyright © 2005 Wadsworth 13 Chapter 3 - Improving Interpersonal Relationships The Hidden Communicator Prefers a social environment Motivated by mistrust or need to please others Discloses only positive expectations / opinions Smoothes over conflict Good listener Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Hidden

15. Copyright © 2005 Wadsworth 14 Chapter 3 – Interpersonal Relationships

16. Copyright © 2005 Wadsworth 15 Chapter 3 - Improving Interpersonal Relationships The Open Communicator Seen as a team communicator Motivated by confidence & like of people Often too open and/or too open too soon Uses problem-solving to handle conflict Communicates expectations Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Open

17. Copyright © 2005 Wadsworth 16 Chapter 3 – Interpersonal Relationships

18. Copyright © 2005 Wadsworth 17 Chapter 3 - Improving Interpersonal Relationships Communication Styles... One key to good communication is flexibility of styles Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Open Closed Blind Hidden

19. Copyright © 2005 Wadsworth 18 Chapter 3 - Improving Interpersonal Relationships Awareness Check...... Check answers at back of book Communicator Styles Which style person more likely communicates expectations to others?

20. Copyright © 2005 Wadsworth 19 Chapter 3 - Improving Interpersonal Relationships Relating to Closed Managers Don’t threaten or increase insecurity Don’t ask questions Don’t make waves Don’t expect feedback Practical tips include... Microsoft Image

21. Copyright © 2005 Wadsworth 20 Chapter 3 - Improving Interpersonal Relationships Relating to Closed Employees Put in safe environment Limit criticism & show of personal interest Limit interaction with others Make instructions specific Practical tips include... Microsoft Image

22. Copyright © 2005 Wadsworth 21 Chapter 3 - Improving Interpersonal Relationships Relating to Closed Customers Don’t expect them to disclose with you Help them make choices Increase their self-confidence Avoid jargon Avoid team presentations Treat them with respect Practical tips include... Microsoft Image

23. Copyright © 2005 Wadsworth 22 Chapter 3 - Improving Interpersonal Relationships Relating to Blind Managers Practical tips include... Take criticism well Meet expectations --give proper respect --be on time --make projects neat Let them be in control Microsoft Image

24. Copyright © 2005 Wadsworth 23 Chapter 3 - Improving Interpersonal Relationships Relating to Blind Employees Encourage flexibility Reward team involvement Let them know you are in charge Let them be in charge of projects Practical tips include... Microsoft Image

25. Copyright © 2005 Wadsworth 24 Chapter 3 - Improving Interpersonal Relationships Relating to Blind Customers Give polished presentations Use team approach Be prepared for critical suggestions Let them feel in control Don’t keep them waiting Practical tips include... Microsoft Image

26. Copyright © 2005 Wadsworth 25 Chapter 3 - Improving Interpersonal Relationships Relating to Hidden Managers Don’t expect full disclosure Relate your ideas to department recognition Subtly bring work to attention of others Assure boss you are not out for her/his job Applaud boss for accomplishments Use tactful confrontation when necessary Practical tips include...

27. Copyright © 2005 Wadsworth 26 Chapter 3 - Improving Interpersonal Relationships Relating to Hidden Employees Expect them to be “yes” people Realize they are hesitant to disclose Establish safe climate for honest opinions Demonstrate that team players get ahead Be specific; don’t assume meanings clear Practical tips include...

28. Copyright © 2005 Wadsworth 27 Chapter 3 - Improving Interpersonal Relationships Relating to Hidden Customers Establish a friendly environment Share a confidence to start trust cycle Show how purchase will add to social standing and acceptance Use referrals when available Keep opinions to self Practical tips include... Microsoft Image

29. Copyright © 2005 Wadsworth 28 Chapter 3 - Improving Interpersonal Relationships Relating to Open Managers Be tactfully honest & open Look at all sides of problem Share job feelings, doubts, concerns Share part of personal life Accept responsibility & power Practical tips include... Microsoft Image

30. Copyright © 2005 Wadsworth 29 Chapter 3 - Improving Interpersonal Relationships Relating to Open Employees Share confidences Expect friendships to develop Give constructive criticism Give challenging tasks Praise work well done Practical tips include... Microsoft Image

31. Copyright © 2005 Wadsworth 30 Chapter 3 - Improving Interpersonal Relationships Relating to Open Customers Don’t be pushy or manipulative Listen carefully to needs & wants Build persuasive appeals around these needs Treat as equals Provide facts & brief demonstrations Practical tips include... Microsoft Image

32. Copyright © 2005 Wadsworth 31 Chapter 3 - Improving Interpersonal Relationships Conflict Strategies Avoidance/withdrawalAccommodation/smoothingCompromiseCompetition/forcing Collaboration/problem- solving Microsoft Image

33. Copyright © 2005 Wadsworth 32 Chapter 3 - Improving Interpersonal Relationships Using Conflict Strategies Avoidance Use when issue trivial, communication skills lacking, loss will outweigh gain, time insufficient to reach solution Avoiding Concern for self Concern for others High Low High Low

34. Copyright © 2005 Wadsworth 33 Chapter 3 - Improving Interpersonal Relationships Using Conflict Strategies Accommodation Use when issue minor, conflict harmful to all, temporary pause in conflict needed, or tempers out of control Use when issue minor, conflict harmful to all, temporary pause in conflict needed, or tempers out of control Avoiding Accommodation Avoiding Accommodation Concern for self Concern for others High Low High Low

35. Copyright © 2005 Wadsworth 34 Chapter 3 - Improving Interpersonal Relationships Using Conflict Strategies Competition Use when immediate decision needed, parties expect & appreciate a show of force, power relationship between parties clear Use when immediate decision needed, parties expect & appreciate a show of force, power relationship between parties clear Avoiding Accommodation Competition Concern for self Concern for others High Low High Low

36. Copyright © 2005 Wadsworth 35 Chapter 3 - Improving Interpersonal Relationships Using Conflict Strategies Compromise Use when both parties stand to gain, ideal solution not required, time is short, temporary solution necessary, & parties are equals Use when both parties stand to gain, ideal solution not required, time is short, temporary solution necessary, & parties are equals Avoiding Accommodation Competition Concern for self Concern for others High Low High Low Compromise

37. Copyright © 2005 Wadsworth 36 Chapter 3 - Improving Interpersonal Relationships Using Conflict Strategies Collaboration Use when members trained in problem solving, parties have common values & goals, conflict arises from misunderstanding Use when members trained in problem solving, parties have common values & goals, conflict arises from misunderstanding Avoiding Accommodation Competition Concern for self Concern for others High Low High Low Compromise Collaboration

38. Copyright © 2005 Wadsworth 37 Chapter 3 - Improving Interpersonal Relationships Which Strategies are Win-Win? Win-lose--CompetitionLose-lose--Compromise--Accommodation--AvoidanceWin-win--Collaboration

39. Copyright © 2005 Wadsworth 38 Chapter 3 - Improving Interpersonal Relationships Conflict Stalemates Clarifying situation Setting aside conflicting solutions temporarily Seeking new solutions through brainstorming Comparing new & original solutions to see which is now the “best” To break a stalemate, strive for consensus by...

40. Copyright © 2005 Wadsworth 39 Chapter 3 - Improving Interpersonal Relationships Flexible Use of Styles Use feedback effectively Use disclosure effectively Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Open Closed Blind Hidden

41. Copyright © 2005 Wadsworth 40 Chapter 3 - Improving Interpersonal Relationships Giving Feedback Is directed toward behavior (not person) Uses descriptive language (not evaluative) Involves sharing (not giving advice) Includes limited information Is immediate & well-timed Allows for face-saving. When giving feedback to others, make sure it... Microsoft Image

42. Copyright © 2005 Wadsworth 41 Chapter 3 - Improving Interpersonal Relationships Self-Disclosure Used to develop / maintain relationships Should be mutually shared Should be gradual Involves risk Moderate amount usually best Microsoft Image

43. The End