1. Chapter 3: Improving Interpersonal Relationships

2. Interpersonal Relationships and Organizational Success The organization’s success is influenced by the quality of relationships. –The quality affects 1) job satisfaction; 2) morale; 3) ability to meet others’ communication needs, and 4) commitment to and knowledge of the organization. –Strong peer relationships: reduce turnover, enhance creativity, improve productivity, and even provide guidance and support with non- job-related problems.

3. Developing and Maintaining Relationships Make Expectations Clear –Climate measures if expectations are being met Utilize the reciprocal nature of relationships –use the reciprocal nature of relationships to elicit interpersonal cooperation and trust –“If you help me, I’ll help you –Self-fulfilling prophecy Something expected actually occurs Maintain Mutual Trust and Respect –give everyone the benefit of the doubt

4. Communication Styles Communication styles are determined by feedback and disclosure. –Feedback is the response from others in the form of information, opinions, and feelings. Can vary from rarely seeking feedback to seeking it excessively –Disclosure is voluntarily sharing information, opinions, and feelings with others. Can vary from rarely used to excessive

5. Communication Styles Closed- productive, hard workers who simply feel more comfortable when working with things than people. Blind- thrive in situations in which they can demonstrate their expertise and experience. Hidden- interested in people, are good listeners, and are generally well liked. Often hide feelings and knowledge from others. Open- use both disclosure and feedback and are equally interested in people’s needs and company productivity.

6. Which Style Are You? Styles Survey Quiz page 76

7. Conflicts Two basic types of conflict: –A-type conflict (affective)- sidetracks the team from the issues and creates defensiveness and anger –C-Type conflict (cognitive)- improves team productivity and relationships and creates a feeling of satisfaction. Conflict Styles: withdrawal, smoothing, compromising, forcing, and problem solving –Groups should strive to reach consensus (all members agree to accept a specific decision even though some members originally preferred a different choice) in conflict management.

8. Cultural Differences in Conflict Management Individualistic Cultures Individual rights valued higher than group identity Collectivistic Cultures –Value group membership, group obligations, and group goals more than individual) High and Low Context- context is information that surrounds an event –High: rely minimally on spoken words; brief –Low: messages are clearly spelled out; direct