1. Interpersonal Strategies and Skills
Chapter 5

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

3. 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?

4. 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

5. 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

6. 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

7. 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
Responding: Seek Information, Agree, Cooperate pg

8. 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

9. 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

10. 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

11. 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

12. 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