Ch06 Final hr

8/13/2019 Ch06 Final hr

1/28

Communication, Coaching, andConflict Skills

8/13/2019 Ch06 Final hr

2/28

What is Communication?Communication is the process ofconveying information and meaning.

Effective communication involves theability to transmit and receiveinformation with a high probabilitythat the intended message is passedfrom sender to receiver.

8/13/2019 Ch06 Final hr

3/28

What is Communication? The sharing of information between individual or

groups to reach a common understanding in order

to accomplish organizational goals and objectives

8/13/2019 Ch06 Final hr

4/28

Is Communication an Important

Leadership Skill?Effective leaders are effective

communicators

Organizations with effectivecommunications systems are morelikely to be successful

An important part of a leadersjob isto give instructions

8/13/2019 Ch06 Final hr

5/28

When you want to send a message,

what is the first, very important, step

you should take?

Plan the Message

SENDING MESSAGES AND GIVINGINSTRUCTIONS

8/13/2019 Ch06 Final hr

6/28

Plan Your MessagesPurpose of message (goal)?

To whom (receiver)?

How (media)?

When (timing)?

Where (setting)?Limit distractions (called noise)

8/13/2019 Ch06 Final hr

7/28

Develop Rapport

State Communication Purpose

Transmit Message

Check Understanding

Get Commitment / Follow Up

Oral Message Sending Process

8/13/2019 Ch06 Final hr

8/28

Receiving Messages

Message Receiving Process

Listening

Pay attention

Avoid distractions

Stay tuned in

Avoid assumingand interpreting

Watch nonverbals

Ask questions

Take notes

Convey meaning

Analyzing

ThinkEvaluate after

listening

CheckUnderstanding

Paraphrase

Watch nonverbals

8/13/2019 Ch06 Final hr

9/28

FeedbackThe process of

verifying messagesand determining if

objectives are beingmet.

8/13/2019 Ch06 Final hr

10/28

2 Common Approaches to Getting

Feedback

(and why they dont work)Send the entire

message andassume it hasbeen conveyedwith mutualunderstanding

Give the entire

messagefollowed byasking Do you

have anyquestions?

8/13/2019 Ch06 Final hr

11/28

Receivers havecultural barriers

Receivers feel ignorant

Receivers are ignorant

Reluctance to pointout senders ignorance

4

reasonswhy peopledo not ask

questions

8/13/2019 Ch06 Final hr

12/28

CoachingCoaching is the process of giving motivational

feedback to maintain and improve performance.

Who is a Coach?

A teacher

Someone who shows an individual or team howto improve skills and performance

8/13/2019 Ch06 Final hr

13/28

ProvideModeling and

Training

Develop

SupportiveWorkingRelationship

MakeFeedback

Timely,Yet Flexible

Give Praiseand

Recognition

GiveCoachingFeedback

Give Specific

Feedback

Focus on

BehaviorNot thePerson

Dont

Criticize

Avoid Blameand

Embarrassment

Have EmployeesAssess Their

OwnPerformance

CoachingGuidelines

8/13/2019 Ch06 Final hr

14/28

What is Criticism and whydoesnt it work?

Criticism is the process of pointing out mistakes which

places blame and is embarrassing.

What happens when u criticize?

1. The person becomes defensive

2. The person blames it on others

3. They feel embarrassed and feel like losers

4. They start to dislike the job, task and the critic

8/13/2019 Ch06 Final hr

15/28

Coaching Feedback

vs Criticism

Coaching feedback isbased on a goodsupportive relationship

and on the followerdoing a self-assessmentof performance. It isspecific, descriptive, andmakes people feel like

winners.

Criticismisjudgmentaland makespeople feellike losers.

8/13/2019 Ch06 Final hr

16/28

THE COACHING MODEL FOR EMPLOYEES WHO

ARE PERFORMING BELOW STANDARD

ATTRIBUTION THEORYis used to explain theprocess managers gothrough to determine the

reasons for effective orineffective performanceand deciding what to toabout it

8/13/2019 Ch06 Final hr

17/28

1. Describe

CurrentPerformance

2. DescribeDesired

Performance

4. Follow Up

3. Get aCommitment

to the Change

ThePerformance

Formula(Coaching)Also works

with conflictresolution

8/13/2019 Ch06 Final hr

18/28

What is Mentoring?

A form of coachingUsually between an experienced manager

and a young manager

To develop the protgMay be formal (assigned) or informal

Informal seems to work best

Like most relationships, based on chemistrybetween participants

8/13/2019 Ch06 Final hr

19/28

What is Conflict?A conflict existswhenever people

are indisagreementand opposition

8/13/2019 Ch06 Final hr

20/28

Why Should Leaders be Concerned

with Conflict? Inevitable fact of life & leadership

Conflict Resolution is an important skill of leadership

So what is this thing calledconflict?

8/13/2019 Ch06 Final hr

21/28

Conflict: Good or Evil?Conflict occurs when two opposingparties have interests or goals that appearto be incompatible due to: Strong differences in values, beliefs, or goals Competing for resources and rewards

Leaders acting in a manner inconsistent with

the vision & goals of the organization

8/13/2019 Ch06 Final hr

22/28

Conflict: Good or Evil?Can be organizational (work related)

or personalPersonal can start as organizational

Personal is most difficult to resolve

Can become institutionalized Live on long after the protagonists have

moved on

Cause of conflict maynot even beremembered

8/13/2019 Ch06 Final hr

23/28

Conflict: Good or Evil?

Possible Positive Effects: Increased effortSuppressed feelings get aired

Better understanding Impetus for changeBetter decision making

Key issues surfacedCritical thinking stimulated

8/13/2019 Ch06 Final hr

24/28

Conflict: Good or Evil?

Possible Negative Effects:Reduced productivityDecreased communication

Negative feelingsStressPoorer decision making

Decreased cooperationPolitical backstabbing

8/13/2019 Ch06 Final hr

25/28

Conflict Management StylesHigh

Low

Concern

forOthers Needs

AccommodatingPassive

You Win, I Lose

CollaboratingAssertive

You Win, I Win

NegotiatingAssertive

You Win Some, I Win Some

AvoidingPassive

You Lose, I Lose

ForcingAggressive

You Lose, I Win

Concernfor

Own Needs

Low High

8/13/2019 Ch06 Final hr

26/28

Conflict Management StylesSr

No

ConflictManagement

Style

Advantages Disadvantages When to use

1. Avoiding MaintainRelationships

Does not resolve conflictCreation of Intra-individualconflict

Avoiding problems does notmake them go awayLonger you wait forconfrontation; the moredifficult it becomes.

Conflict is trivialYour stake in theissue is not high

Confrontation willdamage an imprelationshipDont have timeEmotions are high

2. Accommodating MaintainRelationships CounterproductivePeople take adv of theaccommodator

When ur afollowerMaintainnence ofrel outweighs allChanges are notimp for u but its

imp for otherTime is limited

8/13/2019 Ch06 Final hr

27/28


No

ConflictManagement

Style


3. Forcing Betterdecisionswhen forcer

has expertiseand is correct

Creates opposition andhostilityForcer tends to have poor

human relations

Unpopular actionmust be takenCommitment by

others is not impMaintain relationsare not crucialConflict resolutionis urgent

4. Negotiating

Conflict isresolvedquicklyRelationshipsaremaintained

Negotiating leads to sub-optimum results

The issues arecomplex andcriticalParties have equalpowerSolution is temp

Time is short

8/13/2019 Ch06 Final hr

28/28


No

ConflictManagement

Style


5. Collaborating Best solutionto the conflict

It requires a lot of skills,expertise and time to come up

with a win-win solution for allparties involved.

You are dealingwith an imp issuePeople are willing

to place group andorg goals above selfinterestMaintaining rel isimp

Time is availablePeers or people ofequal position areinvolved in theconflict

Documents

Ch06 Final hr