Slide 1 : Communication, Coaching, and
Conflict Skills 4-1
Learning Objectives : Learning Objectives Oral message sending process
Paraphrasing
Listening process
Feedback
Performance formula / Coaching model
5 Management conflict styles
Conflict resolution model
Key terms 4-2
Slide 3 : Oral Message Sending Process 4-3
Message Receiving Process : Message Receiving Process Listening
Pay attention
Avoid distractions
Stay tuned in
Don’t interrupt
Watch nonverbals
Ask Questions
Take notes
Conveying meaning Analysing
Think
Evaluate after listening Check Understanding
Paraphrase
Watch nonverbals 4-4
Paraphrasing : Paraphrasing the process of having the receiver restate the message in his or her own words to ensure that communication has taken place. 4-5
2 Common Approaches to Getting Feedback(and why they don’t work.) : 2 Common Approaches to Getting Feedback(and why they don’t work.) Send the entire message and assume it has been conveyed with mutual understanding. Give the entire message followed by asking “Do you have any questions?” 4-6
Slide 7 : Receivers have
cultural barriers Receivers feel ignorant Receivers are ignorant Reluctance to point
out sender’s ignorance 4
Reasons
Why
People
Do Not
Ask
Questions 4-7
Slide 8 : Provide
Modeling and
Training Develop
Supportive
Working
Relationship Make Feedback
Timely,
Yet Flexible Give Praise and Recognition Give
Coaching
Feedback Give Specific
Feedback Focus on
Behavior
Not the
Person Don’t
Criticise Avoid Blame
and
Embarrassment Have Employees
Assess Their Own
Performance Coaching
Guidelines 4-8
Coaching Feedback VS Criticism : Coaching Feedback VS Criticism Coaching feedback is based on a good supportive relationship and on the follower doing a self assessment of performance. It is specific, descriptive, makes people feel like a winner. Criticism is judgmental and makes people feel like a loser. 4-9
Job Instructional Training Steps : Job Instructional Training Steps 4-10
Attribution Theory : Attribution Theory is used to explain the process managers go through to determine the reasons for effective or ineffective performance and deciding what to to about it. 4-11
Slide 12 : The
Performance
Formula 4-12
Slide 13 : Conflict Management Styles High Concern
for
Others’ Needs Low Concern
for
Others’ and
Own Needs High Concern
for
Others’ and
Own Needs High Concern
for
Own Needs Accommodating
Passive
You Win, I Lose Collaborating
Assertive
You Win, I Win Negotiating
Assertive
You Win Some, I Win Some Avoiding
Passive
You Lose, I Lose Forcing
Aggressive
You Lose, I Win 4-13
Initiating Conflict Resolution Model : Initiating Conflict Resolution Model 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. 4-14