Communication, Coaching and Conflict Management (7) Flashcards
What is true communication
True communication takes place only when all parties understand the message (information) from the same perspective (meaning)
The Oral Message-Sending Process
- Develop rapport
- State your communication purpose
- Transmit your message
- Check the receiver’s understanding
- Ask direct questions and/or use paraphrasing
- Get a commitment and follow-up
Written communication and writing tips
- Set an objective
- Make an outline
- Put the outline into written form
- First para states the purpose
- Second para support the purpose
- Third para summarizes the major points and clearly states the action
The Message-Receiving Process
- Listening
○ Avoiding distractions
○ Watching non-verbal cues - Analyzing
○ Thinking
○ Waiting to evaluate until after listening - Checking understanding
○ Paraphrase
○ Watching non-verbal cues
Feedback
Is the process of verifying messages and determining if objectives are being met
Giving and receiving feedback must be an ongoing process to be effective
Forms of feedback
Questioning
Paraphrasing
Allowing comments and suggestions
Reasons why people Do Not Ask Questions
⦿ Receivers feel ignorant
⦿ Receivers are ignorant
⦿ Receivers are reluctant to point out the sender’s ignorance
⦿ Receivers have cultural barriers
How to Get Feedback on Messages
- Be open to feedback
- Be aware of non-verbal communication
- Ask questions
- Use paraphrasing
360-Degree Multirater Feedback
Is based on receiving performance evaluations from many people
- Managers
- Peers
- Subordinates
- People from outside the organization
Coaching
- Is the process of giving motivational feedback to maintain and improve performance
- Is designed to maximize employee strengths and minimize weaknesses
- Is an important part of leadership development
Coaching Feedback
- Is based on a good, supportive r/s
- Is specific and descriptive
- Is not judgemental criticism
Job Instructional Training Steps
- Trainee receives preparation
- Trainer presents the task
- Trainee performs the task
- Trainer follow up
Performance and Attribution Theory
Explains the process managers use in determining reasons for effective or ineffective performance and deciding what to do about it.
> The manager tries to determine the cause of performance
> The manager selects a corrective action to take
> Managers tend to attribute the cause of poor performance by certain employees to internal reasons within the employees’ control
> Managers tend to attribute the cause of poor performance by certain employees to external reasons (resources) beyond the employees’ control
Performance Formula
Explains the performance as a function of ability, motivation, and resources.
If ability is the problem > provide training
If motivation is the problem > use motivational techniques
If resources if the problem > leader needs to acquire the resources
The Coaching Model
- Describe current performance
- Describe desired performance
- Get a commitment to the change
- Follow up
Mentoring
Is a form of coaching by a more experienced manager to a less experienced protégés
Primary responsibilities of a Mentor
• Coach the protégés
• Provide good and sound career advices
• Help develop leadership skills necessary for a successful management career
The Psychological Contact
Is the unwritten implicit expectations of each party in a relationship.
It is the main source of conflict once broken
Two Primary reasons why The Psychological Contact is broken
(1) Fail to make our own expectations explicit and fail to inquire into the expectations of the other party
(2) Further assume that the other parties has the same expectations that we hold
Dysfunctional vs Functional Conflict
Dysfunctional conflict (most common)
• Is when the conflict prevents the achievement of organizational objectives
Functional conflict
• Is when disagreement and opposition supports the organizational objectives
Conflict Management Styles
Accommodating Conflict style
• When relationships are important
• Passive behaviour
• You Win, I Lose
Collaborating Conflict style
• Best solution agreeable to all parties
• Assertive behaviour
• You Win, I Win
Negotiating Conflict style
• Give and Take concessions
• Moderately Assertive behavior
• You Win Some, I Win Some
Avoiding Conflict style
• Ignore the conflict rather than resolve it
• Passive behavior
• You Lose, I Lose
Forcing Conflict style
• Aggressive behavior
• You Lose, I Win
*If time is available > Collaborating
*If time is limited + maintain r/s is important > Accommodating
*If time is limited + issue complex > Negotiating
*If conflict resolution is urgent/when stakes are high > Forcing
The Behavior, Consequence, and Feeling (BCF) Statement
When you ____, I feel ____, because _____.
Things NOT to put in a BCF statement
• Don’t make judgement that evaluate others’ behavior
• Avoid trying to determine who is to blame for something or who is right and wrong
• Don’t make threats
• Don’t give solutions
• Don’t make over-the-top statements
Initiating Conflict Resolution
Step 1: Plan a BCF statement that maintains ownership of the problem
Step 2: Present your BCF statement and agree on the conflict
Step 3: Ask for, and/or give alternative conflict resolutions
Step 4: Make an agreement for change
Responding to Conflict Resolution
- Listen to and paraphrase the conflict using the BCF model
- Agree with some aspects of the complaint so that the conflict can be resolved
- Ask for or offer alternative conflict resolutions
- Make an agreement for change
- Follow-up
Mediating Conflict Resolution
Step 1: Have each party state it’s complaint using BCF model
Step 2: Agree on the conflict problem(s)
Step 3: Develop alternative conflict resolutions
Step 4: Make an agreement for change
Step 5: Follow up to make sure the conflict is resolved
Mediator
• Neutral third party who helps resolve a conflict
Mediator for,
Non-unionised > Manager
Unionised > Professional from outside the organisation
Arbitrator
• Neutral third party who makes a binding decision to resolve a conflict
• Like a judge, his or her decision must be followed
• It’s use should be kept to a minimum as it is not a collaborative conflict style
