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Day 09. Communication Skills and Ways of Managing Communication Problems

Postgraduate Diploma in Business and Management Program

PGD S2.4 Human Resource StrategyBy Dr. Travis Perera

Leadership Self-Assessment

• Take a moment to reflect on you how communicate as a manager

• Make a note of your highs and lows

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Com

mun

icat

ion

Mod

els

Shannon's Model:

Source Encode Decode Receiver

NoiseBerlo's Model:

Source Message Channel Receiver• Communic

ation Skills• Attitude• Knowledge• Social

System• Culture

• Content• Elements• Treatment• Structure• Code

• Hearing• Seeing• Touching• Smelling• Tasting

• Communication Skills

• Attitude• Knowledge• Social

System• Culture

Encode Decode

Emotional Stability: A person’s ability to withstand stress. This person is calm, self-confident and secureOpenness to Experience: The individual’s range of interests and fascination with novelty. They are open, creative and artistically sensitive

Extraversion: One’s comfort level with relationships. Extraverts tend to be gregarious, assertive, and sociable

Agreeableness: A person’s propensity to defer to others. Agreeable people are cooperative, warm, and trustingConscientiousness: This dimension is a measure of reliability. This person is responsible, organized, dependable and persistent.

THE

BIG

5 P

ERSO

NA

LITY

DIM

ENSI

ON

S

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Moving from Introvert >> Extravert

• There more than one dimension between introversion and extroversion but you are free to consciously change your bias between these two extremes

• Social pressures along with their own dissatisfaction make introverts intensely unhappy about being what they are

• Introverts are usually shy in social situations. They generally have one or two persons they work with and are far more comfortable working alone

• introverts are more easily stimulated by events whereas extroverts require much larger doses of stimulation to feel the same sensations.

• Since too much and too little stimulation generally results in uncomfortable emotions, introverts, it is said, tend to avoid stimulation and extroverts crave it.

• Extroverts easily handle communication, make contact with dozens of people in a short time and have little problems speaking in public

• the introversion/extroversion labels makes sense when we look at introversion and extroversion as skills

• The Big 5 judges your current introversion and extroversion bias in communication and social skills

• If you get nervous speaking in public, one of the reasons is likely that you haven’t mastered the skills necessary to perform well

Moving from Introvert >> Extravert

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• Work hard to slowly bring up your communication skills.

• Work hard to improve your social skills, particularly in the group settings that you had found so uncomfortable before.

• Also work to increase your tolerance to the stimulation provided by these settings

• Speak to crowds gradually so that a crowd of several thousand probably won’t scare you ultimately.

Moving from Introvert >> Extravert

• Exposing yourself to more and more stimulus makes you less sensitive to it. Conversely, exposing yourself to less stimulus make you more sensitive.

• By conditioning the body to handle increasingly more stimulating environments you can get more and more extroverted.

• If you are currently very extroverted, conditioning yourself to reduce stimulation may be helpful if you want to pursue things that require a more solitary focus.

Moving from Introvert >> Extravert

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Weren’t they all Introverts first?

Tom PetersTom PetersSteven CoveySteven Covey

Anthony RobbinsAnthony Robbins

Deepak ChopraDeepak ChopraShiv KheraShiv Khera

Developing the art of Agreeableness

• When dealing with people, your goal should be to develop a rapport. You will improve the quality of your relationships if you learn the art of agreeableness

• In the simplest terms, being agreeable meansbeing in harmony.

• Being agreeable doesn’t mean you will always agree with another’s opinions. It does mean you will not show indifference to others

• Be willing to listen even if they have opposing views. Being agreeable means you employ tact to disagree in an agreeable manner.

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Developing the art of Agreeableness

Rapport Building With NLPKINESICS

Building Agreeableness by Kinesics

• Kinesic behavior includes the use of gestures, posture, and movements of the body, with subtlety and caution

• Deeper the rapport has been built between the sender and receiver, the more appropriate the body language

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• When relating experiences, an individual uses the visual, auditory, or kinesthetic representational system to identify these experiences and communicate them to others.

• Listen closely to the choice of words agreeable people use. They conform their language to match the other/s, using similar visual, auditory, or kinesthetic phrases.

Building Agreeableness by Matching Kinesics

• Visual: “I see what you mean,” “that looks good to me,” “we see eye to eye,” or “I get the picture.”

• Auditory: “something tells me...,” “that rings a bell,” “we’re on the same wave length,” or “that sounds okay to me.”

• Kinesthetic: “I’ll get in touch with you,” “how does that grab you?,” “you don’t have to get pushy,” or “how do you think I feel?”

Building Agreeableness by Matching Kinesics

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Conscientiousness can be learnt• Conscientiousness—a fundamental personality

trait that is equal parts industriousness, impulse control, organization, interpersonal responsibility, and conventionality

• Highly conscientiousness managers, by way of contrast, do very well for themselves. They get better situations, are seen as more honest, do better in their jobs, and tend to survive longer, since they conform to the situation better

• A good culture can structure a manager toward responsibility. Bad things happen to you if you don't increase your conscientiousness level

• Generally, impulse control starts to rise in the 20s and continues to increase through middle age

• A general upsurge in conscientiousness is caused by increased social investment in one's own family and in a community. longer one is married, for example, the more conscientious he or she becomes

• Those who never endured a youthful identity crisis—and as a result are never fully committed to what they want in life—are likely to be chronic procrastinators

Conscientiousness can be learnt

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• Get to the Real Problem First: you may believe, "I must finish this task before I leave," or, "I shouldn't have to push myself to be on time

• Snap out of the Present: Putting yourself at a distance from your current perspective can tune you in to future regrets and get you moving now

• Be Responsible for Three Minutes: Tell yourself you will work on a task for three minutes. When the time is up, you can evaluate if you want to continue or not—but momentum will likely kick in and you will finish up

• Set up a Penalty System: Try paying Rs. 100 to a cause you oppose for every time you violate a norm

Conscientiousness can be learnt

Covey’s Time Management Matrix

Crises Pressing problems Deadline driven

PreventionAssessing Planning Reporting Relationships

Interruptions Some mail Some reports Meetings

Trivia Useless work Time wasters Procrastinators

Not

Impo

rtant

Urgent Not Urgent

Impo

rtant

Build Time-Conscientiousness

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Questions for Emotional Stability1. Can you recover from an experience quickly and not be

influenced by it? 2. Can you calm down quickly from anxiety and not be

influenced by it? 3. Can you recover from upset quickly and not be

influenced by it? 4. Can you recover from panic (or scare/ fear) quickly? 5. Can you recover from negative emotions quickly? 6. Can you recover from distress (or worry) quickly? 7. Do you feel as if you are facing imminent disaster easily? 8. Do you get panic (or scare/fear) easily?9. Do you get anxious easily?10. Do you get upset easily?

Personal Competence

Knowing SelfKnowing Self

SelfSelf--ManagementManagement

Social Competence

Relationship Management

Knowing Others

Building Emotional Stability

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Knowing SelfEmotional Self-AwarenessAccurate Self-AssessmentSelf-Confidence

Knowing OthersEmpathy, Organizational Awareness, Service

Self-ManagementSelf-ControlTransparencyAdaptabilityAchievementInitiativeOptimism

Relationship Management Leading Influencing, Coaching, Coaching, Counseling, MentoringChange Catalyzing, Appraising,Managing Conflict, NegotiatingOrganizing, Deciding, Planning Brainstorming, Assessing, Instructing, Team-working, Collaboration, Celebrating

The logical path

Being Open to Experience

• Openness to experience can be described as the breadth, depth, and complexity of a person’s psychology and experience (Pervin, Cervone, & John, 2005).

• High openness is important in communicating and requires creativity and flexibility; you would definitely prefer to have high openness in self

• People with high openness to experience are interested in both internal mind and the external environment, and usually lead a rich and colorful life because of their various experiences, their eagerness to try out novel ideas, and their progressive values (Digman, 1990; McCrae & Costa, 1997).

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Manager’s Openness to Experience

Receiver’s Openness to Experience

Manager’s trust in people

Knowledge sharing

perceived by the receiver

Openness to Experience and Knowledge Sharing

Adapted from: Bor-Shiuan Cheng, Shu-Hsun Wang, Sung-Chun Tsai, Li-Fang Chou; Department of Psychology, National Taiwan

University, Taipei, TAIWAN 106, ROC Min-Ping Huang Department of Business Administration, Yuan Ze University,

Chunli, TAIWAN, ROC

The negotiation problem

RequirementsPositional bargaining

Principled negotiation

1. Separate the people from the problem

Negotiators are people first

Two interests

Techniques

2. Focus on interests not positions

InterestsPositions

One interest

How to identify

Behind opposed positions

Talk

Yes, but…

What if they’re more powerful?

What if they won’t play?What if use

dirty tricks?

Never yield to pressure

4. Insist on using objective criteria

Reason and be open to reason

Search jointly for objective criteria

Fair proceduresFair standards

Efficient

Deciding on will is costly

Prescription

3. Invent options for mutual gainObstacles

Mind Map for Negotiating