1. Copyright © 2008 Wadsworth / Ch. 3 Improving Interpersonal Relationships 3 3 Eighth Edition

2. Copyright © 2008 Wadsworth / Ch. 3

3. Job Satisfaction Morale Others’ communication needs Commitment to & knowledge of the organization Relationships have positive affects on the following : Jose Luis Pelaez, Inc./CORBIS

4. Copyright © 2008 Wadsworth / Ch. 3 Make expectations clear Use reciprocal nature of relationships to elicit cooperation & trust Understand communication styles To develop & maintain relationships...    © Jason Harris

5. Copyright © 2008 Wadsworth / Ch. 3 Strained when expectations not met Can lead to self-fulfilling prophecies—either positive or negative Deteriorate/stagnate when out of balance Grow when reciprocated Can elicit cooperation & trust © Creasource/Corbis

6. Copyright © 2008 Wadsworth / Ch. 3 Relationship between trust and performance... High Trust HighPerformance Constructive Cycle

7. Copyright © 2008 Wadsworth / Ch. 3 Low Trust LowPerformance Relationship between trust and performance... Destructive Cycle

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9. k Feedback Vary according to... Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Disclosure

10. Copyright © 2008 Wadsworth / Ch. 3 Productive when allowed to work alone Uncomfortable around people Seldom communicates expectations Motivated by anxiety or fear Avoids conflict Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Closed

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12. Job requires little interaction Going by the book is preferred policy Subordinates are professionals who need or want little supervision Others in company are closed Closed successful when... What professions / jobs might work best for a closed person ? Closed

13. Copyright © 2008 Wadsworth / Ch. 3 Seen as authoritarian & demanding Motivated by over self-confidence Usually experienced & knowledgeable Handles conflict by force Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Blind

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15. Problems surfacing in the organization Subordinates need blind manager’s expertise Subordinates closed or hidden Organizational change causing insecurity Immediate decision needed Blind successful when... What professions / jobs might work best for a blind person ? Blind

16. Copyright © 2008 Wadsworth / Ch. 3 Prefers a social environment Motivated by mistrust or need to please Discloses only positive expectations or opinions Smoothes over conflict Good listener Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Hidden

17. Copyright © 2008 Wadsworth / Ch. 3

18. Teamwork is more of a social occasion Only adequate performance expected Politics used as an organizational tool Climate makes caution necessary Social environment expected Hidden successful when... What professions / jobs might work best for a hidden person ? Hidden

19. Copyright © 2008 Wadsworth / Ch. 3 Seen as a team communicator Motivated by confidence & like of people Often too open and/or too open too soon Uses problem-solving to handle conflict Communicates expectations Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Open

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21. Employee involvement desired Problems not seen as property of boss Change is expected/viewed as opportunity Tasks require teamwork Tasks require quality work Open successful when... Open What professions / jobs might work best for an open person ?

22. Copyright © 2008 Wadsworth / Ch. 3 Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Open Closed Blind Hidden Use feedback effectively Use disclosure effectively Key to successful communication...

23. Copyright © 2008 Wadsworth / Ch. 3 Is directed toward behavior (not person) Uses descriptive language (not evaluative) Involves sharing (not giving advice) Includes limited information Is immediate & well-timed Allows for face-saving Reviewed from chapter 1... © Jason Harris

24. Copyright © 2008 Wadsworth / Ch. 3 Used to develop/maintain relationships Should be mutually shared Should be gradual Involves risk Moderate level of disclosure usually best © Creasource/Corbis

25. Copyright © 2008 Wadsworth / Ch. 3 Between satisfaction and disclosure...

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27. Occurs when relationships & trust are weak Sidetracks team from issues Creates defensiveness and anger “A” stands for affective or emotional... © Jason Harris

28. Copyright © 2008 Wadsworth / Ch. 3 Occurs when relationships/trust are strong Members willing to debate & disagree Ground rule—”Ideas separate from person” Creates feeling of satisfaction Improves team productivity “C” stands for cognitive... © Jason Harris

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30. Avoidance Use when issue trivial, communication skills lacking, losses outweigh gains, time insufficient to reach solution. Cooperativeness Avoiding Assertiveness High LowHighLow Avoidance

31. Copyright © 2008 Wadsworth / Ch. 3 Accommodation Use when issue minor, conflict harmful to all, temporary pause in conflict needed, or tempers out of control. Avoiding Accommodation Avoidance High LowHighLow Accommodation Assertiveness Cooperativeness

32. Copyright © 2008 Wadsworth / Ch. 3 Competition Use when immediate decision needed, parties expect & appreciate a show of force, power relationship between parties clear. Avoiding Accommodation Avoidance High LowHighLow Accommodation Competition Assertiveness Cooperativeness

33. Copyright © 2008 Wadsworth / Ch. 3 Compromise Use when both parties stand to gain, ideal solution not required, time is short, temporary solution necessary, & parties are equals. Avoiding Accommodation Avoidance Cooperativeness High LowHighLow Accommodation Competition Compromise Assertiveness

34. Copyright © 2008 Wadsworth / Ch. 3 Collaboration Use when members trained in problem solving, parties have common values & goals, conflict arises from misunderstanding. Avoiding Accommodation Avoidance Cooperativeness High LowHighLow Accommodation Competition Compromise Assertiveness Collaboration

35. Copyright © 2008 Wadsworth / Ch. 3 Win-lose --Competition Lose-lose --Compromise --Accommodation --Avoidance Win-win --Collaboration --Consensus © NOVA Development

36. Copyright © 2008 Wadsworth / Ch. 3 Clarify situation Set aside conflicting solutions temporarily Seek new solutions through brainstorming Compare new & original solutions to see which is now “best” To break a stalemate, try the following... © Jason Harris

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38. Value individual rights over group identity Value problem-solving over relationships Value autonomy, assertiveness & democracy Prefer competing strategies to solving problems (although will use collaborating & compromising) Cultures range from individualistic to collectivistic... Can you identify these flags?

39. Copyright © 2008 Wadsworth / Ch. 3 Value group membership, obligations & goals over individual rights Value relationships over problem solving Value empathy& listening Prefer avoiding & accommodating strategies to preserve friendships & save face Cultures range from individualistic to collectivistic... Can you identify these flags?

40. Copyright © 2008 Wadsworth / Ch. 3 Table 3.1

41. Copyright © 2008 Wadsworth / Ch. 3 High context cultures: Cultural conflicts also caused by different views of context... --Usually collectivistic --Messages tend to be brief, indirect & implicit --Receivers responsible for meaning --Meaning obtained from setting, culture, & nonverbal communication—words of minimal importance

42. Copyright © 2008 Wadsworth / Ch. 3 Low context cultures Context differences also cause conflict.. -- Usually individualistic --Messages direct, explicit (clearly spelled out) --Speakers expected to be organized & responsible for meaning --Meaning conveyed by words; nonverbal of minimal importance High context cultures

43. Copyright © 2008 Wadsworth / Ch. 3 Table 3.2

44. Copyright © 2008 Wadsworth / Ch. 3 Remember—there’s more than one reason- able position in a conflict Look for the “trigger” to the conflict Use storytelling to talk about conflict Use a neutral third party to mediate Intercultural team tips include... Simon Watson/Getty Images

45. Copyright © 2008 Wadsworth / Ch. 3 3 3