Behavioral Competencies - Interpersonal

Question 1

What are the sub-competencies of “Relationship Management”?

Answer 1

• Networking
• Relationship building
• Teamwork
• Negotiation
• Conflict Management

Question 2

relationship conflict

Answer 2

Relationship-related intergroup conflicts are emotional in nature and based on discord within interpersonal relationships stemming from differences in personal values or style. These conflicts carry a perception of interpersonal incompatibility and often involve tension, animosity, and aggravation among team members.

Question 3

task conflict

Answer 3

Task related intergroup conflicts are cognitive in nature and typically over goal definition or how work should be performed.

Question 4

Is task conflict always a bad thing?

Answer 4

No. Low to moderate levels of task conflict with sufficient levels of trust and safety are functional and may stimulate healthy competition or creative ideas.

However, high levels of task conflict can be harmful to productive work processes and diminish team cohesiveness

Question 5

Inter-organizational conflict

Answer 5

Conflict between organizations, may result from competition or takeover attempts. This type of conflict can lead to decreased organizational loyalty and cohesiveness among employees.

Question 6

Intraorganizational conflict

Answer 6

Intraorganizational conflict occurs when there is disagreement in an organization, either within or between levels. Three levels of intraorganizational conflict are vertical, which occurs among different hierarchical levels; horizontal, which occurs between departments on the same level (e.g., sales department versus manufacturing department); and line–staff, which occurs between line managers and staff managers.

Question 7

What are strategies for intergroup intervention?

Answer 7

1. Finding a common enemy - Groups must coordinate efforts to fight the outsider and achieve success
2. Join activities - increased activities foster more positive attitudes and sentiments, ill feelings toward one another should dissipate
3. Rotating membership - group attitudes are strongly influenced by its members, and transferring people between groups may build awareness and perspective.
4. Conflict resolution meetings

Question 8

Accommodation

Answer 8

(Conflict resolution technique) One party decides to give in to the other. Once the other party has what it wants, the conflict should be over.

This technique can be useful when the accommodating party wants to preserve the relationship, end the conflict, or isn’t that personally invested in the outcome of the situation

Question 9

Collaboration

Answer 9

(Conflict resolution technique) Both parties need to determine an outcome that is favorable (or at least palatable) for everyone involved. Collaboration is an effective technique when there is adequate time available to come to an agreement. It is ineffective when conflict needs to be resolved on the spot.

Ideally, this technique strengthens the relationships within the parties and results in an amicably resolved conflict.

Question 10

Compromise

Answer 10

Both sides make concessions, so each party is somewhat satisfied but not entirely satisfied with the outcome. In a compromise, each party gives up some of what they want in order to move forward.

Question 11

Competition

Answer 11

(Conflict resolution style) Whoever has the most clout determines how the conflict is resolved. This type of resolution can also occur when one voice within the conflict becomes more dominant than the other(s) even if he/she doesn’t have a formal position of power.

Can be effective when decisions need to be made fast. Drawback is that it can make people feel trampled on, negatively affecting morale.

Question 12

Avoidance

Answer 12

With this conflict resolution style, conflict goes ignored because generally they dislike confrontation.

Question 13

Cooperation

Answer 13

With this conflict management style, preserving relationships is viewed as more important than being right. The conflict is resolved via accommodation or collaboration.

This style can be effective when there is enough time to come to a consensus or when maintaining harmony is critical to organizational success.

Question 14

Conciliation

Answer 14

This conflict resolution style is when one party attempts to gain favor with the other party. They may try to overcome differences of opinion and reestablish trust to persuade a person to adopt their view.

Those who resolve conflict with this style seek to get their way. However, they are less aggressive than those who favor the competition style.

Question 15

perspective taking

Answer 15

Perspective taking involves deeply understanding the position of the other party. If the negotiator understands where the other party is coming from, he/she will be better able to offer a deal that works well for both parties.

Question 16

Principled bargaining

Answer 16

The principled bargainer views negotiations as fluid, exploratory conversations, guided by principles, to ultimately achieve mutually beneficial solutions. Rather than viewing the other party as an adversary or negotiation is something to be won, a principled bargainer sees all parties involved as problem-solvers looking for the most efficient outcome for everyone. This is commonly known as a win-win form of negotiation.

Question 17

Auction

Answer 17

An auction can be a great bargaining strategy when a decision needs to be made quickly and will solely be based on price. However, if service and value are important to the parties involved, and time permits, entering into a negotiation process may be a better solution. Negotiations can accommodate for more nuances and can be handled discreetly.

Question 18

Interest-based bargaining

Answer 18

The parties begin the negotiation by plainly stating their main interests. The process involves coming to an agreement that satisfies those interests while minimizing the pain of concessions that need to be made.

A principled bargainer will utilize interest based bargaining to establish a win-win deal for all parties involved.

Question 19

Position-based bargaining

Answer 19

Positional bargaining is an approach that frames negotiation as an adversarial, zero-sum exercise focused on claiming rather than creating value.

Typically one party will stake out a high (or low) opening position (demand or offer) and the other a correspondingly low (or high) one.

Question 20

What are the downsides of positional bargaining?

Answer 20

• Negotiators are typically reluctant to back down
• Negotiators often try to best their counterpart by opening with an extreme position and then focus only on how to counteroffer without budging
• Positional bargaining often becomes a contest of wills, resulting in anger and resentment
• Parties tend to perceive concessions and compromise as signs of weakness and vulnerability rather than as potential value-creating move

Question 21

What are strategies to building trust?

Answer 21

• Exhibit emotional intelligence
• Relatability
• Vulernability
• Transparency
• Recognizing individual strengths

Question 22

Networking

Answer 22

Networking involves creating a large group of business contacts and staying active with regular communications that are mutually beneficial.

Question 23

What are the sub-competencies of communication?

Answer 23

KSAOS needed to effectively craft and deliver concise and informative communications, to listen to and address the concerns of others, and to transfer and translate information from one level or unit of the organization to another

• Delivering messages
• Exchanging organizational information
• Listening

Question 24

How does communication flow from start to finish?

Answer 24

Source/sender, encoding, message, channel, receiver, decoding, and feedback

Question 25

Sender/source

Answer 25

The sender or source chooses, creates, and encodes the message

Question 26

Receiver

Answer 26

The receiver decodes and interprets the message

Question 27

transmit / channels

Answer 27

In between the sender and receiver, the message must be transmitted through some communication channel or medium like phone, text, email, video or broadcast

Question 28

How can you be a good communicator?

Answer 28

1. Planning communications - message content should be tailored to fit the audience; requires understanding the roles, expectations, and perspective of recipients
2. Listening actively
3. Checking for understanding
4. Asking questions

Question 29

How can you listen actively?

Answer 29

• making eye contact and appropriately nodding to show engagement
• taking the speaker’s point of view or visualize what they are saying
• avoid distractions or interruptions
• try to pick up on emotional cues beyond the literal words that are used
• accepting and focusing on what the other person is saying before formulating your own response, even if the message differs from your own opinion

Question 30

What makes feedback effective?

Answer 30

Feedback can be written or verbal and should be based upon factual data. Effective feedback should be delivered in a timely, consistent, and positively framed manner. Feedback should be constructive in nature, detailing the quality of someone’s performance or conduct without judging on a personal level.

Question 31

How can focus groups be used? Why are they beneficial?

Answer 31

Focus groups can be used to investigate ideas, opinions, and concerns. Focus groups can be beneficial for clarifying supplemental research because they are relatively timely and inexpensive. The topic and objectives of the group should be clearly defined before potential participants are identified.

Question 32

What are core elements to a successful staff meeting?

Answer 32

1. Invite all attendees to share a little
2. Focus on the group and any outcomes that might need adjustment or improvement
3. Allow time for feedback in the decision-making process

Question 33

What are the benefits of staff meetings?

Answer 33

Staff meetings are an excellent way to increase organizational communication and alignment, offering an open floor for staff to give feedback on recent messages or events. They are also a low-budget way to promote staff recognition, wellness programs, employee referral programs, and employee surveys.

Staff meetings can improve productivity, decrease workplace conflicts, and promote type synergy and employee relations.

Question 34

Information-rich communication channels

Answer 34

phone, videoconferencing, and face to face meetings or presentations

Information rich media are more interactive, which is more appropriate for complex messages that may need clarifications. Rich and oral communications should be used when there is time urgency, immediate feedback is required, ideas can be simplified with explanations or emotions may be affected

Question 35

When should you use information-lean channels?

Answer 35

Emails, fliers, newsletters, or reports

Lean and written communications should be used when you are simply stating facts or need information permanently recorded

Question 36

What are elements of nonverbal communication?

Answer 36

eye contact, body language, proximity, gestures

Question 37

What are the sub-competencies of a global mindset?

Answer 37

Global mindset is defined as the KSAOs needed to value and consider the perspectives and backgrounds of all parties, to interact with others in a global context, and to promote a culturally diverse and inclusive workplace.

• Operating in a culturally diverse workplace
• Operating in a global environment
• Advocating for a culturally diverse and inclusive workplace

Question 38

Cultural intelligence

Answer 38

Cultural intelligence is a measure of one’s capability to interact suitably with people from other cultures and to behave appropriately in multicultural situations

Question 39

What are aspects of cultural intelligence?

Answer 39

1. Motivational drives: personal interests and confidence in multicultural situations
2. Knowledge and attitudes: learning and accepting how cultures are similar or different
3. Cognitive or strategic thinking: awareness and ability to plan for multicultural interactions
4. Behavioral actions: talent for relating and working with others of differing backgrounds

Question 40

How can you increase cultural intelligence?

Answer 40

Some ways to increase cultural intelligence are:

• Learning a different language
• Attending a holiday celebration
• Spending time in a cultural setting different than your own while sincerely asking questions about habits, attitudes, and beliefs

Question 41

Hall model of organizational culture

Answer 41

Hall developed the iceberg analogy of culture. If the culture of a society was the iceberg, Hall reasoned, then there are some aspects visible, above the water, but there is a larger portion hidden beneath the surface.

Hall developed the iceberg analogy of culture. If the culture of a society was the
iceberg, Hall reasoned, than there are some aspects visible, above the water, but there is a larger
portion hidden beneath the surface.

Question 42

High-contrast vs. low-contrast relationships (Hall)

Answer 42

• High-contrast relationships: tend to last longer and have more defined patterns of behavior or boundaries of entry (ie. family, religious congregations, on-campus relations)
• Low-contrast relationships: tend to be short term and require more rules and structure (ie. cafeteria line, navigating an airport). In low contrast environments, there may be more explicit communications, diverse beliefs, and limited commitment.

Question 43

Hofstede model of cross-cultural differences

Answer 43

Hofstede’s model is an internationally recognized standard for understanding cultural differences that shows the effects of a society’s culture on the values of its members, and how these values relate to behavior, using a structure derived from factor analysis.

1. Power distance index (PDI)
2. Uncertainty avoidance
3. Individualism vs. collectivism
4. Masculinity vs. femininity
5. Long-term orientation vs. short-term normative orientation
6. Indulgence vs. restraint

Question 44

Power distance index (PDI)

Answer 44

Power distance is the social acceptability of power distinctions, such as rich vs. poor.

• In lower-power distance societies, high-power distance is regarded as undesirable, and inequalities are kept to a minimum. People question authority and attempt to distribute power.
• In high-power distance societies, power differences or castes are generally accepted, and those of a particular status receive privileges. Hierarchy is clearly established and executed in society, without doubt or reason.

Question 45

Uncertainty avoidance

Answer 45

Uncertainty avoidance is the acceptability of ambiguity and the unknown.

• Societies that practice strong uncertainty avoidance attempt to avoid risk and impose structure (rigid, black and white)
• Societies that practice low uncertainty avoidance view risk as unavoidable and are more tolerant to ambiguity and more accepting of different perspectives

Question 46

Individualism vs. collectivism

Answer 46

Individualism vs. collectivism is the relationship between society as a whole and the individual.

• Individualistic cultures believe in self-reliance and acting in the best interest of the individual
• Collective cultures believe in cohesiveness and are loyal to the best interests of the entire group. Power is contained within the in group and economic mobility is limited

Question 47

Masculinity vs. femininity

Answer 47

Masculinity vs. femininity is the societal perception of the value of typical male and female traits

• Low-masculinity societies accept the blending of male and female roles and tend to favor traits like cooperation and modesty
• High-masculinity societies accept clearly defined gender roles, and traits like achievement, assertiveness, and competition are championed

Question 48

Long-term vs. short-term normative orientation

Answer 48

Long-term vs. short-term normative orientation describes a society’s propensity to remain traditional or change with the times

• Long-term societies are skeptical of change and hold steadfast to their norms (traditions are kept)
• Short-term societies are likely to prepare for the future and view adaptation and circumstantial, pragmatic problem-solving as a necessity

Question 49

Indulgence vs. restraint

Answer 49

Indulgence vs. restraint is whether a society values fun and gratification or regulation.

• Societies that favor indulgence allow members to give in to their desire for enjoyment
• Societies that favor restraint suppress these desires

Question 50

Schein’s model of organizational model

Answer 50

Edgar Schein’s studies indicate that culture is rooted with the CEO and developed over time. The model separates culture into three core layers:

1. Artifacts (most visible) - mission and vision, office dress codes, and generally accepted behaviors
2. Values and beliefs - thought patterns and organizational goals
3. Underlying assumptions (deepest layer) - ideologies and perceptions of the organization

Question 51

Trompenaar’s model of organizational change

Answer 51

Fons Trompenaar’s designed a model of organizational culture that divides people and cultures into seven dimensions:

1. Universalism vs. particularism - what’s more important (rules vs. relationships)?
2. Specific vs. diffuse - how much separation (work/life balance vs. work/life blend)?
3. Neutral vs. affective - what’s appropriate (reason vs. emotional)?
4. Achievement vs. ascription - do we need to prove status or title (accomplishment vs. identity)?
5. Sequential time vs. synchronous time - how do we work (focused vs. multitasking, punctual vs. flexible schedule)
6. Internal direction vs. outer direction - what’s in control (autonomy vs. circumstance)?
7. Individualism vs. communitarianism - who comes first (me vs. community)?

Question 52

What are techniques for bridging and leveraging individual differences and perceptions?

Answer 52

• Creating a diverse and inclusive workforce
• Trainings and focus groups
• Employee resource groups (ERGs)
• Reverse mentorship

Question 53

What are best practices for creating and managing globally diverse workforces?

Answer 53

• Translating policies and procedures into local languages

- Accounting for multiple time zones when scheduling meetings