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LTB > Communication, Coaching and Conflict Management (7) > Flashcards

Communication, Coaching and Conflict Management (7) Flashcards

1
Q

What is true communication

A

True communication takes place only when all parties understand the message (information) from the same perspective (meaning)

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2
Q

The Oral Message-Sending Process

A
  1. Develop rapport
  2. State your communication purpose
  3. Transmit your message
  4. Check the receiver’s understanding
  5. Ask direct questions and/or use paraphrasing
  6. Get a commitment and follow-up
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3
Q

Written communication and writing tips

A
  • 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
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4
Q

The Message-Receiving Process

A
  • Listening
    ○ Avoiding distractions
    ○ Watching non-verbal cues
  • Analyzing
    ○ Thinking
    ○ Waiting to evaluate until after listening
  • Checking understanding
    ○ Paraphrase
    ○ Watching non-verbal cues
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5
Q

Feedback

A

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

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6
Q

Forms of feedback

A

Questioning
Paraphrasing
Allowing comments and suggestions

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7
Q

Reasons why people Do Not Ask Questions

A

⦿ Receivers feel ignorant
⦿ Receivers are ignorant
⦿ Receivers are reluctant to point out the sender’s ignorance
⦿ Receivers have cultural barriers

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8
Q

How to Get Feedback on Messages

A
  • Be open to feedback
  • Be aware of non-verbal communication
  • Ask questions
  • Use paraphrasing
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9
Q

360-Degree Multirater Feedback

A

Is based on receiving performance evaluations from many people

  • Managers
  • Peers
  • Subordinates
  • People from outside the organization
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10
Q

Coaching

A
  • 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
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11
Q

Coaching Feedback

A
  • Is based on a good, supportive r/s
  • Is specific and descriptive
  • Is not judgemental criticism
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12
Q

Job Instructional Training Steps

A
  1. Trainee receives preparation
  2. Trainer presents the task
  3. Trainee performs the task
  4. Trainer follow up
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13
Q

Performance and Attribution Theory

A

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

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14
Q

Performance Formula

A

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

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15
Q

The Coaching Model

A
  1. Describe current performance
  2. Describe desired performance
  3. Get a commitment to the change
  4. Follow up
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16
Q

Mentoring

A

Is a form of coaching by a more experienced manager to a less experienced protégés

17
Q

Primary responsibilities of a Mentor

A

• Coach the protégés
• Provide good and sound career advices
• Help develop leadership skills necessary for a successful management career

18
Q

The Psychological Contact

A

Is the unwritten implicit expectations of each party in a relationship.

It is the main source of conflict once broken

19
Q

Two Primary reasons why The Psychological Contact is broken

A

(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

20
Q

Dysfunctional vs Functional Conflict

A

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

21
Q

Conflict Management Styles

A

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

22
Q

The Behavior, Consequence, and Feeling (BCF) Statement

A

When you ____, I feel ____, because _____.

23
Q

Things NOT to put in a BCF statement

A

• 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

24
Q

Initiating Conflict Resolution

A

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

25
Q

Responding to Conflict Resolution

A
  • 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
26
Q

Mediating Conflict Resolution

A

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

27
Q

Mediator

A

• Neutral third party who helps resolve a conflict

Mediator for,
Non-unionised > Manager
Unionised > Professional from outside the organisation

28
Q

Arbitrator

A

• 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

LTB (7 decks)

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