HBO Chapter 11 Interpersonal Behavior

CHAPTER 11Interpersonal Behavior

Venice Anne D. AvendañoMaria Manolette Bueno

Jireh G. JavillonarAdora B. Recaido

Maela Rose L. RoquePresentors

CHAPTER OBJECTIVESTO UNDERSTAND

The Nature and Types of Conflict Conflict Outcomes and Resolution Strategies Different Personality Types Assertive Behavior Interpersonal Orientations and Stroking Types of Power Organizational Politics and Influence

CONFLICT IN ORGANIZATIONS

Nature of Conflict

Conflict is any situation in which two or more parties feel themselves in opposition.


Levels of ConflictIntrapersonal

Interpersonal

Intergroup


Levels of Conflict

Intrapersonal Conflict – to emerge from within an individual, as a result of competing roles taken.

Interpersonal Conflict – a serious problem to many people because they deeply affect a person’s emotions.


Levels of Conflict

Intergroup Conflict – it is sometimes escalated. On other occasions it may be desirable to de-escalate it.


Sources of Conflict Organizational change Different sets of values Threats to status Contrasting perceptions Lack of trust Personality clashes


Sources of ConflictFactors of Personality Differences

1. Agreeableness2. Conscientiousness3. Openness to experience4. Emotional stability5. Extroversion


Effects of Conflict Conflict is often seen by participants

as destructive, but this is a limited view.

Conflict is not bad at all; rather, it may result in either productive or nonproductive outcomes.


Effects of ConflictAdvantages: people are stimulated to search for

improved approaches that lead to better results.

energizes them to be more creative and to experiment with new ideas.

once -hidden problems are brought to the surface ,where they may be confronted and solved.


Effects of ConflictDisadvantages: at the interpersonal level, cooperation and

teamwork may deteriorate. distrust may grow among people who need

to coordinate their efforts. at the individual level, some people may feel

defeated, while the self -image of others will decline and personal stress levels will rise.


A Model of Conflict conflict outcomes participant intentions resolution strategies negotiating tactics


A Model of ConflictConflict Outcomes

Win-Lose Win-Win

Lose-Lose Lose-Win

1

3 4

2

Individual B’s Outcome

Indi

vidu

al A

’s Ou

tcom

e


A Model of ConflictParticipant Intentions conflict outcomes are a product of

the participants intentions ,as well as their strategies.


A Model of ConflictResolution Strategies Avoiding-physical or mental withdrawal

from the conflict. Smoothing-accommodating the other

party's interest. Forcing-using power tactics to achieve a

win.


A Model of ConflictResolution Strategies Compromising-searching for middle

ground or being willing to give up something in exchange for gaining something else.

Confronting-facing the conflict directly and working it through to a mutually satisfactory resolution.

A Model of ConflictGuidelines for conflict resolution through

confrontation1. Agree on the common goal: to solve the

problem.2. Commit yourself to fluid, not fixed,

positions.3. Clarify the strengths and weaknesses of

both party’s position


confrontation4. Recognize the other person’s, and your

own, possible need for face-saving.5. Be candid and up-front; don’t hold back

key information.6. Avoid arguing or using “yes-but”

responses; maintain control over your emotions.


confrontation7. Strive to understand the other person’s

viewpoint, needs, and bottom line.8. Ask questions to elicit needed information;

probe for deeper meanings and support.9. Make sure that both parties have a vested

interest in making the outcome succeed.


confrontation10. Give the other party substantial credit

when conflict is over

ASSERTIVE BEHAVIOR

Assertiveness is the process of expressing feelings, asking for legitimate changes, and giving and receiving honest feedback.

ASSERTIVE BEHAVIOR

Indicate consequences

Offer problem-solving alternatives

Empathize

Express your feelings

Describe the behavior

ASSERTIVE BEHAVIORInterpersonal Orientations

I’m OK-You’re not OK

I’m OK-You’re OK

I’m not OK-You’re not OK

I’m not OK-You’re OK

Positive

Positive

Negative

Negative

Attitu

de to

war

d se

lf

Attitude toward others

ASSERTIVE BEHAVIORStroking

Stroking is define as any act of recognition for another, such as physical, verbal, and non-verbal contact between people.

ASSERTIVE BEHAVIORStrokingTypes of strokes Positive strokes- they feel good when they

received, and they contribute to the recipient’s sense of being OK.

Negative strokes- hurt physically or emotionally and make the recipients feel less OK.

ASSERTIVE BEHAVIORStrokingTypes of strokes Mixed stroke Conditional strokes are offered to

employees if they perform correctly or avoid problems. Ex: “I will give you a bonus of 10,000 pesos if you sell 2 more condo units in 2 months”

ASSERTIVE BEHAVIORStrokingTypes of strokes Unconditional stroke are presented without

any connection to behavior. Although they make a person feel good, but they may be confusing to employees because they do not indicate how more strokes may be earned. Ex: You’re a fine employee.

POWER AND POLITICS

Power is the ability to influence other people and events.

POWER AND POLITICSProbable relationships of interpersonal orientations

with conflict resolution strategies and behavior

Interpersonal Orientation

• I’m not OK - You’re not OK

• I’m not OK - You’re OK• I’m OK - You’re not OK• I’m OK-You’re OK

Conflict Resolution Strategy

• Avoidance• Smoothing• Forcing• Confronting

Probable Behavior

• Nonassertiveness• Nonassertiveness• Aggressiveness• Assertiveness

POWER AND POLITICSTypes of Power

Personal Power Legitimate Power Expert Power Reward Power Coercive Power

POWER AND POLITICSEmployee can respond in one of three

ways: Resist Comply Commitment

POWER AND POLITICSOrganizational Politics

Organizational Politics refers to intentional behaviors that are designed to enhance or protect a person's influence and self-interest.

POWER AND POLITICSInfluence and Political PowerPossible responses to the use of power

Resistance CommitmentCompliance

POWER AND POLITICSInfluence and Political PowerSeven steps to follow increasing

influence:1. Treat the other party as a potentially2. Specify your objectives3. Learn about the other party's needs,

interests, and goals 4. Inventory your own resources to identify

something of value you can offer

POWER AND POLITICSInfluence and Political Power5. Assess your current relationship with

the other person 6. Decide what to ask for and what to

offer 7. Make the actual exchange that

produces a gain for both parties

POWER AND POLITICSInfluence and Political PowerTwo of the most popular tactics are social

exchanges and alliances of various types:1. Social Exchange - implies that 'if you'll do

something for me, I'll do something for you". It relies on the powerful norm of reciprocity in society, where two people in continuing relationship feel a strong obligation to repay their "social debts" to each other.

POWER AND POLITICSInfluence and Political PowerTwo of the most popular tactics are social

exchanges and alliances of various types:2. Aliance - in which two or more persons

join in a longer-term power group to get benefits that they mutually desire.

POWER AND POLITICSInfluence and Political Power

Another popular path toward political power is to become identified with a higher authority or a powerful figure

in an organization.


Another popular way to acquire political power is to give service selectively to your supporters.


Another tactic is to acquire power and status symbol.

Leadership & Management

HBO Chapter 11 Interpersonal Behavior