1. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 1

2. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 2 5 ChapterChapter Interpersonal Skills Chapter Summary Building Positive Relationships Dealing with Criticism Managing Conflict Negotiating Skills

3. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 3 Building Positive Relationships “There’s one phrase I hate to see on any executive’s evaluation, no matter how talented he may be, and that’s the line: ‘He has trouble getting along with other people.’ To me that’s the kiss of death.” ––Lee Iacocca, former Chrysler chairman

4. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 4 Building Positive Relationships Use Descriptive “I” Language Focus on Solving Problems, Not Controlling Others Be Honest: Don’t Manipulate Show Concern for Others Demonstrate and Attitude of Equality Listen with an Open Mind Communication Climate

5. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 5 Building Positive Relationships Make Praise Specific Praise Progress, Not Just Perfection Praise Intermittently Relay Praise Praise Sincerely Giving Praise

6. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 6 Dealing With Criticism Consider the Content Limit the Criticism to One Topic Make Sure the Criticism is Accurate Define the Problem Clearly Show How Your Criticism Can Benefit the Recipient Offering Constructive Criticism Continued...

7. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 7 Dealing With Criticism Consider the Sender Choose the Most Credible Critic Make Sure the Criticism is Appropriate to the Critic’s Role Offering Constructive Criticism Continued...

8. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 8 Dealing With Criticism Consider the Relational Climate Deliver Remarks as Part of a Positive Relationship Accept Partial Responsibility for the Problem Accompany Your Criticism with an Offer to Help Offering Constructive Criticism Continued...

9. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 9 Dealing With Criticism Consider the Delivery Deliver Criticism in a Face-Saving Manner Avoid Sounding Judgmental Offering Constructive Criticism

10. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 10 Dealing With Criticism Seek More Information Ask for Examples or Clarification Guess About Details of the Criticism Paraphrase the Critic Ask What the Critic Wants Responding to Criticism Continued...

11. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 11 Dealing With Criticism Agree with the Criticism Agree with the Facts Agree with the Critic’s Perception Emphasize Areas of Common Ground Work for a Cooperative Solution Ask for the Chance to State Your Point of View Focus on a Solution, Not on Finding Fault Responding to Criticism

12. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Conflict Management “Nothing can be changed until it is faced” James Baldwin

13. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 13 Conflict An expressed dissatisfaction An expressed disagreement with: An interaction A process A product A service

14. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 14 Approaches to Conflict Avoiding: Run, Hide, Withdraw Physical Avoidance Psychological Avoidance Accommodating-giving ground as a way of maintaining harmony.

15. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 15 Approaches to Conflict Competing-assuming that the only way for a party to reach its goal is to overcome the other. Collaborating: meeting one’s needs and those of others Compromising: Each party sacrifices something to gain an agreement.

16. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 16 Managing Conflict Identify the Goal You are Seeking Choose the Best Time to Speak Rehearse the Statement Pinpoint the Specific Behavior You Want to Discuss Explain Your Reaction to the Behavior Make a Request Describe the Consequences Handling Conflicts Assertively

17. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 17 Effective Conflict Management Be knowledgeable and respectful of different worldviews. Engage in “mindfulness” Create new categories Be open to new information Be aware that multiple perspectives typically exist in viewing a basic event.

18. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 18 Negotiating Skills Win-Lose Orientation Lose-Lose Orientation Compromise Win-Win Orientation Negotiation Styles and Outcomes Continued...

19. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 19 Negotiating Skills Negotiation Styles and Outcomes Five Steps of the Win-Win Orientation Identify the Needs of Both Parties Brainstorm a List of Possible Solutions Evaluate the Alternative Solutions Implement the Solution Follow Up on the Solution

20. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 20 Negotiating Skills Which Negotiating Style to Use Cooperation Versus Competition Power Versus Trust Distorted Versus Open Communication Self-Centered Versus Mutual Concern

21. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 21 Conflict Management/ A case study A primary school teacher (3 rd grade) has had some discipline problems in her classroom. Several students have been chronically disruptive. The teacher has disciplined them in various ways (e.g., verbal warnings, extra homework, and detention) with little success. The students’ clownish antics threaten to turn the classroom into a zoo. As a “last resort she sends the disruptive students to the principal whose policy is that of corporal punishment. The teacher is uncomfortable with this policy, but desperate. The spankings temporarily reduced the disruption but it is beginning to increase again. To make matters worse, now the entire class sees the teacher as an insensitive ogre. In addition, the parents have verbally accosted the teacher for sending their kids to be spanked. The teacher is beginning to lose motivation and the classroom has become a battlefield. Little learning is taking place. Parents are upset with the teacher, the students are upset with the teacher, and the teacher hasn’t a clue how to proceed.

22. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. Slide 22 What are some of the cultural issues addressed in this case study? What conflict style did the teacher use? What conflict style would you use? What are some helpful tools we can use assist the teacher?