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Copyright © 2008 Wadsworth / Ch. 3
Improving Interpersonal Relationships
Improving Interpersonal Relationships
33
Eighth Edition
Copyright © 2008 Wadsworth / Ch. 3
Copyright © 2008 Wadsworth / Ch. 3
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::
Jose
Luis
Pela
ez,
Inc.
/CO
RB
IS
Copyright © 2008 Wadsworth / Ch. 3
Make expectations clear
Use reciprocal nature of relationships to elicit cooperation & trust
Understand communication styles
To develop & maintain relationships . . .To develop & maintain relationships . . .
© Jaso
n H
arr
is
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
© C
reaso
urc
e/C
orb
is
Copyright © 2008 Wadsworth / Ch. 3
Relationship between trust and performance . . .
High TrustHigh Trust
High High PerformancePerformance
Constructive CycleConstructive CycleConstructive CycleConstructive Cycle
Copyright © 2008 Wadsworth / Ch. 3
Low TrustLow Trust
Low Low PerformancePerformance
Relationship between trust and performance . . .
Destructive CycleDestructive CycleDestructive CycleDestructive Cycle
Copyright © 2008 Wadsworth / Ch. 3
Copyright © 2008 Wadsworth / Ch. 3
Feedbackk
Vary according to . . .Vary according to . . .
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive Feedback
Disclosure
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
Copyright © 2008 Wadsworth / Ch. 3
Copyright © 2008 Wadsworth / Ch. 3
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
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 FeedbackBlind
Copyright © 2008 Wadsworth / Ch. 3
Copyright © 2008 Wadsworth / Ch. 3
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??
Blind
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
HiddenHidden
Copyright © 2008 Wadsworth / Ch. 3
Copyright © 2008 Wadsworth / Ch. 3
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
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 expectationsRarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive FeedbackOpen
Copyright © 2008 Wadsworth / Ch. 3
Copyright © 2008 Wadsworth / Ch. 3
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??
Copyright © 2008 Wadsworth / Ch. 3
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive FeedbackOpenOpen
ClosedClosed
Blind
HiddenHidden
Use feedback effectively
Use disclosure effectively
Key to successful communication . . .Key to successful communication . . .
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 . .Reviewed from chapter 1 . . . .
© Jaso
n H
arr
is
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
© C
reaso
urc
e/C
orb
is
Copyright © 2008 Wadsworth / Ch. 3
Between satisfaction and disclosure . . .Between satisfaction and disclosure . . .
Copyright © 2008 Wadsworth / Ch. 3
Copyright © 2008 Wadsworth / Ch. 3
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 . . .
© Jaso
n H
arr
is
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 . . .C” stands for cognitive . . .
© Jaso
n H
arr
is
Copyright © 2008 Wadsworth / Ch. 3
Copyright © 2008 Wadsworth / Ch. 3
AvoidanceAvoidanceUse when issue trivial, communication skills lacking, losses
outweigh gains, time insufficient to reach solution.
Cooperativeness
Avoiding
Ass
ertiv
enes
s
HighHighLowLow
HighHigh
LowLowAvoidance
Copyright © 2008 Wadsworth / Ch. 3
AccommodationAccommodation Use when issue minor, conflict harmful to all, temporary pause
in conflict needed, or tempers out of control.
Avoiding AccommodationAvoidance
HighHighLowLow
HighHigh
LowLowAccommodation
Ass
ertiv
enes
s
Cooperativeness
Copyright © 2008 Wadsworth / Ch. 3
CompetitionCompetition Use when immediate decision needed, parties expect &
appreciate a show of force, power relationship between parties clear.
Avoiding AccommodationAvoidance
HighHighLowLow
HighHigh
LowLowAccommodation
Competition
Ass
ertiv
enes
s
Cooperativeness
Copyright © 2008 Wadsworth / Ch. 3
CompromiseCompromise Use when both parties stand to gain, ideal solution not
required, time is short, temporary solution necessary, & parties are
equals.
Avoiding AccommodationAvoidance
Cooperativeness HighHighLowLow
HighHigh
LowLowAccommodation
Competition
Compromise
Ass
ertiv
enes
s
Copyright © 2008 Wadsworth / Ch. 3
CollaborationCollaboration Use when members trained in problem solving, parties have
common values & goals, conflict arises from misunderstanding.
Avoiding AccommodationAvoidance
Cooperativeness HighHighLowLow
HighHigh
LowLowAccommodation
Competition
Compromise
Ass
ertiv
enes
s
Collaboration
Copyright © 2008 Wadsworth / Ch. 3
Win-lose--Competition
Lose-lose--Compromise
--Accommodation
--Avoidance
Win-win--Collaboration
--Consensus
© N
OV
A
Develo
pm
ent
© N
OV
A
Develo
pm
ent
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 . .To break a stalemate, try the following . . . .
© Jaso
n H
arr
is
Copyright © 2008 Wadsworth / Ch. 3
Copyright © 2008 Wadsworth / Ch. 3
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?
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 . . .Cultures range from individualistic to collectivistic . . .
Can you identify these flags?
Copyright © 2008 Wadsworth / Ch. 3
Table 3.1
Copyright © 2008 Wadsworth / Ch. 3
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
Copyright © 2008 Wadsworth / Ch. 3
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
Copyright © 2008 Wadsworth / Ch. 3
Table 3.2
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. .Intercultural team tips include. . . .
Sim
on W
ats
on/G
ett
y Im
ag
es
Copyright © 2008 Wadsworth / Ch. 3
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