Chapter Five: Interpersonal Strategies & Skills Lecture by: Chris Ross

Interpersonal Skills & Success Building Positive Relationships Emotional intelligence (EQ) and Social Intelligence describe the ability and skills of interacting with others. Table 5-1 Show traits of unpleasant coworkers…not that any of us ever have those.

Interpersonal Skills & Success Affirming Dignity Workplace dignity => refers to a person’s ability to gain a sense of self-respect and self-esteem from their job and to be treated respectfully by others.

Interpersonal Skills & Success Enhancing Organizational Climate Organizational Climate => describes the underlying nature of relationships in work groups.

Sharing Feedback Giving Praise Praise Promptly Make Praise Specific Praise Progress, Not just Perfection Praise Intermittently Relay Praise Praise Sincerely

Sharing Feedback Raising Difficult Issues Use Descriptive “I” language “I” Language => focus on the speaker instead of judging the other person. Focus on Solving Problems, Not Controlling Others

Sharing Feedback Raising Difficult Issues Be Honest, Nor Manipulative Show Concern for Others Demonstrate an Attitude of Equality Keep an Open Mind

Offering & Responding to Criticism Offering Constructive Feedback Chose the most credible critic Make sure criticism is appropriate to the critic’s role Limit the criticism to one topic Make sure criticism is accurate Define problems clearly Show how your criticism can benefit the recipient Acknowledge the positives.

Offering & Responding to Criticism Offering Constructive Feedback Deliver feedback privately Allow enough time Avoid sounding and looking judgmental Listen to the other person Remain calm and professional

Offering & Responding to Criticism Need to learn how to give feedback? Table 5-3 (page 117) shows you how

Offering & Responding to Criticism You can always seek more information Ask for examples/clarity Guess details from criticism Paraphrase the critic Ask what they would like to see/hear Responding to Criticism Agree with the Criticism Agree with the facts Agree with their right to their perception Emphasize areas of common ground.

Offering & Responding to Criticism Work for a Cooperative Solution Ask for a chance to state your POV Focus on a solution and not finding fault.

Offering & Responding to Criticism Did you or someone go too far? Learn the art of the apology on page 119

Dealing with Difficult People & Situations Incivility Incivility => exchange of seemingly inconsequential, inconsiderate words and deeds that violate the conversational standards of workplace conduct. Mocking belittling, rumors, talking down, exclusions, etc.

Dealing with Difficult People & Situations Bullying Workplace Bullying => differs from incivility because it is more intense, malicious, ongoing and damaging.

Dealing with Difficult People & Situations Bullying Can take many forms Aggression (control through fear or intimidation) Criticism (nitpicking) Deviousness (Passive-aggressive behaviors, dishonesty) Gatekeeping (controlling resources needed to succeed).

Dealing with Difficult People & Situations Strategies for Dealing with Incivility & Bullying Negotiate with the offender Appeal to a third party Back off Reframe your thinking

Sexual Harassment Two types of sexual harassment Quid pro quo => this for that. (ex) I will not promote you unless you…. Hostile work environment => verbal or nonverbal behaviors that have the intention or effect of interfering with someone’s work or creating an intimidating, offensive or hostile environment.

Sexual Harassment Avoiding Sexual Harassment Problems

Sexual Harassment Responding to Sexual Harassment Consider dismissing the incident Keep a record of the incident for possible future action Write a personal letter to the harasser Ask a (trusted) third party to intervene Use organizational channels File a legal complaint.

Managing Conflict What are Conflicts About? Topics at Hand The Process Relational Issues Ego/Identity Issues

Managing Conflict Approaches to Conflict Avoiding Accommodating Competing Collaborating Compromising

Managing Conflict Handling Conflicts Constructively Negotiation => two or more parties (individuals or groups) discuss specific proposals to find a mutually acceptable agreement.

Managing Conflict Negotiation Strategies & Outcomes Win-lose approach Lose-lose Win-win

Managing Conflict Preparing to Negotiate Clarify your interests and needs Consider the best time to raise an issue Consider cultural differences Prepare a statement

Managing Conflict Conducting the Negotiation Identify the ends both parties are seeking Brainstorm a list of possible solutions Evaluate the alternative solutions Implement and follow up on the solution.

What’s Your Conflict Management Style? Take the self-assessment on page 130.

Class Activity With a partner…. You need an extra week to complete a long and complex assignment. Plan how you would prepare for and conduct the negotiation, working through each step from pages 132-135 providing all the details necessary to explain the situation.

Class Activity Recall three situations in which someone has praised you. Using the guidelines on pages 112-113, evaluate the praise you received. Was it specific? Sincere? How did the praise impact you?