CMUN 10 Welcome Back!

Agenda Johari Window Communication Styles Group Climate

The Johari Window Psychological testing device that allows us to examine both how we view ourselves, and how others view us.

Group vs. Individual Rights Style Dimension s PassivenessAggressivenes s Passive- Aggressivenes s Assertiveness Use of Rights Gives up rights Takes away other’s rights Indirectly takes away other’s rights Maintenance of own rights MetaphorDoormatSteamrollerDoormat with Spikes Pillar Verbal and Non Verbal Behavior Moves backMoves forwardMoves aroundStands firm Response to conflict Avoids-gives in Attacks directlyAttacks indirectly Works for win- win solution

Organizational Culture Impacts Group Climate Shared assumptions, values, beliefs, language, symbols, and meaning systems that hold the organization together. Patterns of sustained communicative acts or behaviors –Defensive vs. Supportive environment –Confirming vs. disconfirming responses –Listening Skills Is developed by the group-your choice!

Closed Hidden Avoidance/Withdrawal Accommodation Smoothing Compromising (any style) Blind Open Competition Collaborative/ Problem Solving Communication & Conflict Styles

Closed Style  Task focused  Productive as long as they can work in an environment free of interpersonal demands  Need security and a prescriptive guidance. How do you communicate with such a person?  Very carefully  Ensure a safe working environment  Fully explain all the rules and the chain of command.  Don’t ask about personal issues  Don’t have high expectations of participation in meetings

Avoidance/Withdrawal:  Maintains neutrality at all costs   Removes self from group either physically or mentally when conflict arises  Places low value on assertiveness, or cooperation ~Acceptable when  Issue is trivial  Potential losses outweigh potential gains  There is insufficient time to accomplish goals  BUT: Conflict is only delayed, not resolved

Blind Style  Task focused  Know what they want.  Well-organized and not afraid to exercise authority to get what they want.  Very demanding and insist that their way is the best.  Punitive with the failure of others. How do you communicate with such a person? Follow through with what you state you will accomplish Follow chain of command Don’t expect interpersonal connection Don’t keep them waiting

Competition  Views personal goals as more important than group goals.  Conflict is a win lose situation-a contest where someone has to lose for another to win.  Has great respect for power and authority Compromise is not acceptable when  A decision or action is needed immediately  BUT: The real cause is not identified or resolved and the solution is temporary and can be revisited if the “losers” regain power

Hidden Style  Process/Relational focus  Fun to be around  Good listeners with good interpersonal skills  Unable to give opinions or ideas  Are often distrustful of meanings How do you communicate with such a person?  Don’t expect full disclosure  Motivate them with public praise and social standing  Share information and listen carefully  Keep your opinions to a minimum  Realize these people have learned how to “act” open  Expect your comments to be searched for double meanings

Accomodation/Smoothing  Views conflict as destructive  Believes harmony is important at all times and works to smooth over conflicts Acceptable when  The issue is minor  Damage could result to relationships  A temporary reduction in conflict allows for more time to research issues  But is not productive when decision is needed NOW

Open Style  Task and Process focused  Flexible with the needs of a group, or individual  Able to collaborate and accepting of other communication styles  Can accept constructive criticism.  Easily discloses personal information  Less impressed with the “show” and more impressed with factual information  Can be seen as ineffective by Blind group members who want results in a more timely manner (How do you communicate with them?  )

Open Style So, how do you communicate with such a person?  Be honest and open, but use tact  Look at all sides of the problem  Share/disclose personal information  Accept shared responsibility  Give constructive criticism  Avoid being pushy or manipulative  Treat them as equals

Compromise:  Takes the middle of the road approach to solving problems.  Believes that a high quality solution is not as important as an agreeable solution and the feelings of all involved  Willing to sacrifice something important to reach a compromise  Compromise is the second choice Acceptable when:  Both parties stand to gain from the compromise  Ideal or quality are not necessary  Time is short  Compromise can be inappropriate when the outcome is a lose-lose or the best solution is not reached

Closed Hidden Avoidance/Withdrawal Accommodation -Smoothing Compromising (any style) Blind Open Competition Collaborative -Problem Solving Communication & Conflict Styles

THE FOUR TEMPERAMENTS It takes all types to row the boat RATIONALS IDEALISTS ARTISANS GUARDIANS

End of Presentation

CMUN 10 Welcome Back!

Agenda Johari Window “me” vs. “we”: –Group Rights vs. Individual Rights Communication Styles Group Climate

The Johari Window Psychological testing device that allows us to examine both how we view ourselves, and how others view us.

Collaboration & Goals of The Group Process The “Me” vs. “We” Syndrome “Me” I want to get this done so I can do other things. I will do only what I have to do or I will do it all, since I can trust no one else to do it right, or fast enough “We” As a group, we need to produce a quality presentation We will all work together collaboratively to find a way to achieve our goal We will allow the time needed to accomplish our goal, and remember that the process is just as important as the end result.

Group vs. Individual Rights Style Dimension s PassivenessAggressivenes s Passive- Aggressivenes s Assertiveness Use of Rights Gives up rights Takes away other’s rights Indirectly takes away other’s rights Maintenance of own rights MetaphorDoormatSteamrollerDoormat with Spikes Pillar Verbal and Non Verbal Behavior Moves backMoves forwardMoves aroundStands firm Response to conflict Avoids-gives in Attacks directlyAttacks indirectly Works for win- win solution

Closed Hidden Avoidance/Withdrawal Accommodation -Smoothing Compromising (any style) Blind Open Competition Collaborative -Problem Solving Communication & Conflict Styles

Individual Rights To be the judge of your own behavior To express you beliefs and feelings To ask for respect To give self credit To change your mind with more information To make mistakes To offer no justification To be disliked To decide not to be assertive To say, “I don’t know”; “I don’t understand”; “No”; “I don’t care.” To decide not to be assertive To be disliked

Individual Responsibilities To allow others different opinions To be constructive To give respect To give others credit To be sensitive to others To listen to others To explain changes to people who are affected by the change To allow others to make mistakes To deal with the consequences of your behavior To be flexible

Cohesiveness The degree of attraction members feel toward one another and their group Communication styles directly impact the cohesiveness of a group –least amount of pleasure/cohesiveness = most likely to display verbal aggressiveness

Elements of Group Climate p. 110 Defensive –Evaluation –Control –Strategy –Neutrality –Superiority –Certainty Supportive –Description –Problem orientation –Spontaneity –Empathy –Equality –Provisionalism

Interpersonal Communication p. 111 Disconfirming responses –Impervious –Interrupting –Irrelevant –Tangential –Impersonal –Incoherent –Incongruous Confirming responses –Direct acknowledgement –Agreement about context –Supportive comment –Clarifying –Expression of positive feelings

Collaboration  Gives equal consideration for others and self  Highly values cooperation and assertiveness  Guides group through basic problem solving procedure  Tries to get consensus and willing to spend time to obtain consensus Good when there are common goals that require everyone’s cooperation  BUT: Takes time and requires a shared value system.

Group Climate pp Promote trust/be trustworthy Promote a supportive environment –Discourage defensive tone Be aware of and promote interdependence Check for group cohesion Listen!

Organizational Culture Impacts Group Climate Shared assumptions, values, beliefs, language, symbols, and meaning systems that hold the organization together. Patterns of sustained communicative acts or behaviors –Defensive vs. Supportive environment –Confirming vs. disconfirming responses –Listening Skills Is developed by the group-your choice!

End of Presentation