1. Leadership Theory, Application, Skill Development 1st Edition Robert N
Leadership Theory, Application, Skill Development 1st Edition Robert N. Lussier and Christopher F. Achua .
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Copyright © 2001 South-Western College Publishing

2. Communication, Coaching, and Conflict Skills
Chapter 4
Communication, Coaching, and
Conflict Skills
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3. Chapter 4 Learning Objectives
Oral message sending process
Paraphrasing
Listening process
Feedback
Performance formula / Coaching model
5 Management conflict styles
Conflict resolution model
Key terms
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4. Oral Message Sending Process
Use this space for overall reminders or special tips linked to the slide or occassion. Simply select this text and replace it with your own reminders.
Develop Rapport
State Communication
Transit Message
Check Understanding
Get Commitment / Follow Up
Summary
Heading. Text.
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5. Message Receiving Process
Listening
Pay attention
Avoid distractions
Stay tuned in
Don’t interrupt
Watch nonverbals
Ask Questions
Take notes
Conveying meaning
Analyzing
Think
Evaluate after listening
Check Understanding
Paraphrase
Watch nonverbals
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6. Paraphrasing
the process of having the receiver restate the message in his or her own words to ensure that communication has taken place.
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7. 2 Common Approaches to Getting Feedback (and why they don’t work.)
Send the entire message and assume it has been conveyed with mutual understanding.
Give the entire message followed by asking “Do you have any questions?”
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8. Receivers feel ignorant Receivers are ignorant out sender’s ignorance
Use this space for overall reminders or special tips linked to the slide or occassion. Simply select this text and replace it with your own reminders.
Receivers are ignorant 4
Reasons
Why
People
Do Not
Ask
Questions
Reluctance to point
out sender’s ignorance
Summary
Heading. Text.
Receivers have
cultural barriers
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9. Give Praise and Recognition
This slide relates to XX-XX.
Give Praise and Recognition
Avoid Blame
and
Embarrassment
Develop
Supportive
Working
Relationship
Focus on
Behavior
Not the
Person
Coaching
Guidelines
Make Feedback
Timely,
Yet Flexible
Don’t
Criticize
Summary Overview
XXXX
Major Title
Heading.
Provide
Modeling and
Training
Give Specific
Feedback
Give
Coaching
Feedback
Have Employees
Assess Their Own
Performance
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10. Coaching Feedback VS Criticism
Coaching feedback is based on a good supportive relationship and on the follower doing a self assessment of performance. It is specific, descriptive, makes people feel like a winner.
Criticism is judgmental and makes people feel like a loser.
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11. Job Instructional Training Steps
This slide relates to XX-XX.
Preparation of the trainee
Trainer presentation of the task
Trainer performance of the task
Follow-up
Summary Overview
XXXX
Major Title
Heading.
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12. Attribution Theory
is used to explain the process managers go through to determine the reasons for effective or ineffective performance and deciding what to to about it.
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13. The Performance Formula
This slide relates to XX-XX.
1. Describe
Current
Performance
2. Describe
Desired
Performance
The
Performance
Formula
Summary Overview
XXXX
Major Title
Heading.
3. Get a
Commitment
to the Change.
4. Follow Up
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14. Conflict Management Styles
High Concern
for
Others’ Needs
High Concern
for
Others’ and
Own Needs
Accommodating
Passive
You Win, I Lose
Collaborating
Assertive
You Win, I Win
Negotiating
Assertive
You Win Some, I Win Some
Low Concern
for
Others’ and
Own Needs
Forcing
Aggressive
You Lose, I Win
High Concern
for
Own Needs
Avoiding
Passive
You Lose, I Lose
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15. Initiating Conflict Resolution Model
Step 1. Plan a BCF statement that maintains ownership of the problem.
Step 2. Present your BCF statement and agree on the conflict.
Step 3. Ask for, and/or give, alternative conflict resolutions.
Step 4. Make an agreement for change.
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