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

Improving Interpersonal Relationships

Eighth Edition

Job Satisfaction

Morale

Others’ communication needs

Commitment to & knowledge of the organization

Relationships have positive affects on the followingRelationships have positive affects on the following::

Make expectations clear

Use reciprocal nature of relationships to elicit cooperation & trust

Understand communication styles

To develop & maintain relationships . . .To develop & maintain relationships . . .

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

Relationship between trust and performance . . .

High TrustHigh Trust

High High PerformancePerformance

Constructive CycleConstructive CycleConstructive CycleConstructive Cycle

Low TrustLow Trust

Low Low PerformancePerformance

Relationship between trust and performance . . .

Destructive CycleDestructive CycleDestructive CycleDestructive Cycle

Feedbackk

Vary according to . . .Vary according to . . .

Rarely Discloses

Discloses Excessively

Rarely Seeks Feedback

Seeks Excessive Feedback

Disclosure

Productive when allowed to work alone

Uncomfortable around people

Seldom communicates expectations

Motivated by anxiety or fear

Avoids conflict

Rarely Discloses

Closed

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 . . .Closed successful when . . .

What professions / jobs What professions / jobs might work best for a might work best for a closed personclosed person??

Closed

Seen as authoritarian & demanding

Motivated by over self-confidence

Usually experienced &

knowledgeable

Handles conflict by force

Rarely Discloses

Seeks Excessive FeedbackBlind

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 . . .Blind successful when . . .

What professions / jobs What professions / jobs might work best for a might work best for a blind personblind person??

Prefers a social environment

Motivated by mistrust or need to please

Discloses only positive expectations or

opinions

Smoothes over conflict

Good listener

Rarely Discloses

HiddenHidden

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 . . .Hidden successful when . . .

What professions / jobs What professions / jobs might work best for a might work best for a hidden personhidden person??

HiddenHidden

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 expectationsRarely Discloses

Seeks Excessive FeedbackOpen

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 successful when . . .

OpenWhat professions / jobs What professions / jobs might work best for an might work best for an open personopen person??

Rarely Discloses

Seeks Excessive FeedbackOpenOpen

ClosedClosed

HiddenHidden

Use feedback effectively

Use disclosure effectively

Key to successful communication . . .Key to successful communication . . .

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 . .Reviewed from chapter 1 . . . .

Used to develop/maintain relationships

Should be mutually shared

Should be gradual

Involves risk

Moderate level of disclosure usually best

Between satisfaction and disclosure . . .Between satisfaction and disclosure . . .

Occurs when relationships & trust are weak

Sidetracks team from issues

Creates defensiveness and anger

““A” stands for affective or emotional . . .A” stands for affective or emotional . . .

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 . . .C” stands for cognitive . . .

AvoidanceAvoidanceUse when issue trivial, communication skills lacking, losses

outweigh gains, time insufficient to reach solution.

Cooperativeness

Avoiding

HighHighLowLow

HighHigh

LowLowAvoidance

AccommodationAccommodation Use when issue minor, conflict harmful to all, temporary pause

in conflict needed, or tempers out of control.

Avoiding AccommodationAvoidance

HighHighLowLow

HighHigh

LowLowAccommodation

Cooperativeness

CompetitionCompetition Use when immediate decision needed, parties expect &

appreciate a show of force, power relationship between parties clear.

HighHighLowLow

HighHigh

LowLowAccommodation

Competition

Cooperativeness

CompromiseCompromise Use when both parties stand to gain, ideal solution not

required, time is short, temporary solution necessary, & parties are

equals.

Cooperativeness HighHighLowLow

HighHigh

LowLowAccommodation

Competition

Compromise

CollaborationCollaboration Use when members trained in problem solving, parties have

common values & goals, conflict arises from misunderstanding.

Cooperativeness HighHighLowLow

HighHigh

LowLowAccommodation

Competition

Compromise

Collaboration

Win-lose--Competition

Lose-lose--Compromise

--Accommodation

--Avoidance

Win-win--Collaboration

--Consensus

Develo

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 . .To break a stalemate, try the following . . . .

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 . . .Cultures range from individualistic to collectivistic . . .

Can you identify these flags?

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 . . .Cultures range from individualistic to collectivistic . . .

Can you identify these flags?

Table 3.1

High context cultures:

Cultural conflicts also caused by different views of context . . .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

Low context cultures

Context differences also cause conflict . .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

Table 3.2

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. .Intercultural team tips include. . . .

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

Documents

Collectivism Diversity Interpersonal Interpersonal Factors

Dear Mr Wadsworth

Chapter 3: Interpersonal Communication and Perception

3+ Class 5 - Knowledge on Interpersonal Relationships Page 1 · 4. Interpersonal Relationships a. Fundamental Concepts of Interpersonal Relationships b. Factors affecting degree of

CHAPTER 3 The Self © 2014 Wadsworth Cengage Learning

Wadsworth Chapter 1

© 2001 Wadsworth, a division of Thomson Learning, Inc 1 Understanding Interpersonal and Organizational Communication

Wadsworth Chapter 12

NC Loose Estates Index - Decedent Names W · PDF fileName and Date County Wadsworth, Lovie (1898) Craven Wadsworth, Montgomery (1860) Craven Wadsworth, R M (1860) Craven Wadsworth,

Wadsworth Chapter 11

@ 2012 Wadsworth, Cengage Learning Chapter 3 Developing the Hypothesis @ 2012 Wadsworth, Cengage Learning

INTERPERSONAL AND COMMUNICATION SKILLS- C.3

NSE12 Arnold & Boggs (Interpersonal Relationship) Chapter ...s3.amazonaws.com/prealliance_oneclass_sample/1LKO2bRv5J.pdf · Arnold & Boggs (Interpersonal Relationship) Chapter 3:

Code of interpersonal comunication 3

Bacteriology - Wadsworth

John M. Scheb II - polisci.utk.edu · Wadsworth/Cengage Learning 2008, 4th edition, Thomson/Wadsworth, 2006; 3rd edition, Thomson/Wadsworth, 2003;

© 2006 Thomson-Wadsworth Chapter 3 Assessing the Target Population’s Nutritional Status

© 2008 Thomson - Wadsworth Chapter 3 Digestion, Absorption, and Transport

Benjamin Wadsworth, piano

1 Interpersonal Interpersonal Nonverbal Nonverbal