Interpersonal Strategies and Skills Chapter 5

Before We Begin: Self-Assessment: Conflict Style pg. 130

Objectives In Business: How do I effectively give feedback? How do I help or hurt the situation based on my own communication? How do I predict outcomes in regards to harassment? What are the issues that lead to conflict at work? How should I approach conflict? How can I better negotiate conflict?

What Should I Know… Interpersonal skills are important to success Ability to work well with others or “people skills” are highly desirable in management and CEO’s and new employees Diverse careers require interpersonal skills Interpersonal skills are often considered your EQ (emotional intelligence) or social intelligence

People Skills Affirm Dignity Showing respect for others “Workplace Dignity” refers to a person’s ability to gain a sense of self-respect and self-esteem from the job and being treated respectfully (treatment, recognition and acknowledgment) The effects are measurable: increased job satisfaction, self-confidence, increased work effort, better performance, less emotional distress, less job turnover and absenteeism, employee problems, and less lawsuits

Enhancing Organizational Climate Describes the underlying nature of relationships in groups Positive climates enhance productivity, job satisfaction, and employee willingness to express themselves Negative or Polluted climates enhance negative feelings and a hostile environment

Sharing Feedback Giving Praise Raising Difficult Issues Prompt Specific Progress as well as Perfection Intermittently Relay Sincerity Raising Difficult Issues Use Descriptive “I” Language Focus on Solving Problems Be Honest Show Concern Demonstrate Equality Be Open Minded Offering and Responding to Criticism Offering: Sender, Topic, Delivery pg. 116-118 Responding: Seek Information, Agree, Cooperate pg. 118-120

Dealing with Difficult People and Situations Incivility- exchange of seemingly inconsequential, inconsiderate words and deeds that violate conventional standards of workplace conduct Range from insensitive to rude Can be aggressive Small discourtesies: interrupting, lateness, lax communication efforts Can depend on interpretation over intention Can be affected by power dynamics

Dealing with Difficult People and Situations Bullying- intense, malicious, ongoing, and damaging Bullies are generally in a position of power or authority Confirmation may be skeptical Aggression, Criticism, Deviousness, and Gatekeeping Strategies Negotiate, Appeal to a third party, Back off, or Reframe

Dealing with Difficult People and Situations Sexual Harassment (Civil Rights Act or 1964) Can be individual or collective within the culture Quid pro quo- this for that Hostile work environment- any verbal or nonverbal behavior that has the intention or effect of interfering with someone’s work or creating an intimidating, offensive, or hostile environment

Responding to Sexual Harassment 1. Consider dismissing the incident 2. Keep a record for future action 3. Write a personal letter to harasser 4. Ask for a third party intervention 5. Use company channels 6. File a legal complaint

Managing Conflict Identify Conflict Approaches Topic, Process, Relational Issues, Ego/ Identity Issues Approaches Avoiding, Accommodating, Competing, Collaborating, and Compromising Managing- Negotiating (Win- Lose) Be Clear Be Considerate of time, issue, differences Be Prepared