1. Academy for Leadership & Development

2. Principle-Centered Communication Communication principles for understanding and managing communication in the complex role of organizational leaders. (Karre, 2007)

3. Principle 1: Principle of Inevitability We cannot NOT communicate We cannot NOT communicate Often, communication is intentional, purposeful, and consciously motivated Often, communication is intentional, purposeful, and consciously motivated Sometimes we are communicating even when we are unaware that we are Sometimes we are communicating even when we are unaware that we are (Karre, 2007)

4. Principle 2: Principle of Irreversibility We can NOT uncommunicate We can NOT uncommunicate What we communicate remains communicated, although we may try to qualify, negate, or somehow reduce the effects of the message What we communicate remains communicated, although we may try to qualify, negate, or somehow reduce the effects of the message Communication is unrepeatable Communication is unrepeatable Communication is immediate and present Communication is immediate and present (Karre, 2007)

5. Principle 3: Principle of Symmetry and Asymmetry All communication is either symmetrical or asymmetrical All communication is either symmetrical or asymmetrical Symmetrical communication is communication of equality Symmetrical communication is communication of equality Asymmetrical communication is communication of inequality Asymmetrical communication is communication of inequality Dysfunctions of Principle: Competitive asymmetry, rigid asymmetry, and progressive differentiation issues Dysfunctions of Principle: Competitive asymmetry, rigid asymmetry, and progressive differentiation issues (Karre, 2007)

6. Principle 4: Principle of Content and Relationship All communication transactions have both content and a relationship All communication transactions have both content and a relationship The content dimension includes the verbal and nonverbal messages sent The content dimension includes the verbal and nonverbal messages sent The relationship dimension is defined by the formal and informal relationship between the communicators The relationship dimension is defined by the formal and informal relationship between the communicators (Karre, 2007)

7. Principle 5: Principle of Punctuation The tendency to divide communication transactions into sequences of stimuli and responses The tendency to divide communication transactions into sequences of stimuli and responses Progressive spirals and regressive spirals Progressive spirals and regressive spirals The Ripple Effect The Ripple Effect (Karre, 2007)

8. Learning Review

9. Defining the Task Conflict is inevitable Conflict is inevitable Conflict can be positive Conflict can be positive Conflict can be managed Conflict can be managed Conflict resolution is not always the goal Conflict resolution is not always the goal

10. Emotional Intelligence Identifying emotions Identifying emotions Using emotions Using emotions Understanding emotions Understanding emotions Managing emotions Managing emotions (Mayer & Salovey, 1993)

11. Aristotle’s Challenge “Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – this is not easy.” – Aristotle

12. Four Domains of Emotional Intelligence Personal Competence (Intrapersonal): How we manage ourselves Domain 1: Self-awareness Domain 1: Self-awareness Domain 2: Self-management Domain 2: Self-management Social Competence (Interpersonal): How we manage relationships Domain 3: Social-awareness Domain 3: Social-awareness Domain 4: Relationship management Domain 4: Relationship management (Goleman, 2002)

13. Personal Competence (Intrapersonal) Domain 1: Self-Awareness Emotional self-awareness Emotional self-awareness Accurate self-awareness Accurate self-awareness Self-confidence Self-confidence (Goleman, 2002)

14. Personal Competence (Intrapersonal) Domain 2: Self-Management (Managing Emotions and Self-Motivation) Self-control Self-control Transparency Transparency Adaptability Adaptability Achievement Achievement Initiative Initiative Optimism Optimism (Goleman, 2002)

15. Social Competence (Interpersonal) Domain 3: Social Awareness (Relating Well – Recognizing Emotions In Others) Empathy Empathy Organizational awareness Organizational awareness Service Service (Goleman, 2002)

16. Social Competence (Interpersonal) Domain 4: Relationship Management (Emotional Mentoring – Handling Relationships) Inspiration Inspiration Influence Influence Developing others Developing others Change catalyst Change catalyst Conflict management Conflict management Teamwork and collaboration Teamwork and collaboration (Goleman, 2002)

17. Conflict is Inevitable

18. Conflict How do you personally perceive conflict? How do you personally perceive conflict? Do you view conflict as an opportunity or a threat? Do you view conflict as an opportunity or a threat? What is your current leadership approach to conflict? What is your current leadership approach to conflict?

19. Definition of Conflict Conflict refers to a disagreement; opposing points of view Conflict refers to a disagreement; opposing points of view In organizations, conflict occurs when two or more people perceive their goals are mutually exclusive In organizations, conflict occurs when two or more people perceive their goals are mutually exclusive

20. Three Strategies The Other Person The Other Person The Situation The Situation Ourselves Ourselves

21. Conflict Management Responsibilities A commitment A commitment A mindful approach A mindful approach

22. The Mindful Approach Five steps: Reframe Reframe Recognize Recognize Rehearse Rehearse Respond Respond Reflect Reflect (Karre, 2007)

23. Step 1: Reframe Conflict is normal and inevitable Conflict is normal and inevitable A problem needs a solution A problem needs a solution Look for a synergistic win-win Look for a synergistic win-win Commit to behaving in a productive manner Commit to behaving in a productive manner (Karre, 2007)

24. Step 2: Recognize Core issues Core issues Conflict styles Conflict styles Emotional responses Emotional responses Conflict traps Conflict traps (Karre, 2007)

25. Recognize Core Issues MeYou ContextRelationship

26. Recognize Conflict Styles CONCERN FOR SELF Competing Unassertive Uncooperative Avoiding Compromising Collaborating Accommodating Cooperative (Thomas-Killmann, 1997) Assertive CONCERN FOR OTHERS

27. Recognize Emotions Your emotional response affects the outcome

28. Your Style in Conflict

32. Four Responses to Conflict

33. Step 3: Rehearse A Conflict Coaching Model A Conflict Coaching Model Minimal Effective Response and Relationship Reminders Minimal Effective Response and Relationship Reminders The Three-Part Approach: The AID Model The Three-Part Approach: The AID Model Assessing Goals and Reality: The GROW Model Assessing Goals and Reality: The GROW Model Crucial Conversations Crucial Conversations (Karre, 2007)

34. A.I.D. Model for Managing Conflict Productively Action Action Impact Impact Desired Outcome Desired Outcome (Karre, 2007)

35. G.R.O.W. Model for Managing Conflict Productively Goal Goal Reality Reality Options Options Wrap-Up Wrap-Up (Karre, 2007)

36. Crucial Conversation Model 1. Name the issue. 2. Select a specific example. 3. Describe your emotions. 4. Clarify what is at stake. 5. Identify contributing factors. 6. Share your wish. 7. Invite response.

37. Step 4: Respond Be proactive Be proactive Remember the principle of irreversibility Remember the principle of irreversibility Use effective interpersonal communication skills Use effective interpersonal communication skills Use AID, GROW, and the Crucial Conversation Model Use AID, GROW, and the Crucial Conversation Model Use conflict management tools Use conflict management tools Do not take an asymmetrical communication position Do not take an asymmetrical communication position Be mindful of the punctuation and spirals you begin Be mindful of the punctuation and spirals you begin (Karre, 2007)

38. Step 5: Reflect Was I mindful? Was I mindful? Did I attempt to reframe? Did I attempt to reframe? Did I recognize core issues, conflict styles, and traps? Did I recognize core issues, conflict styles, and traps? Did I respond effectively? Did I respond effectively? What lessons have I learned as I reflect on managing conflict productively? What lessons have I learned as I reflect on managing conflict productively? (Karre, 2007)

39. IPDP

40. Reflection