Week Four Flashcards

(23 cards)

1
Q

U= IQ+EG+CQ

A

intelligence + emotional intelligence + cultural intelligence.
our communication style is a culmination of our personality, culture and training

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2
Q

directors

A
  • Extroverted and task oriented
    • Driven by results, recognition and challenges.
    • Confident
    • Takes lead
    • Effects change
    • May appear arrogant under pressure
    • May use adversarial approaches
    • Not always good team players
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3
Q

how to communicate with a director

A
  • Capture their interest
    • Gain their respect
    • Avoid direct challenges to their control
    • Focus on facts, concrete concepts.
    • Active listening
    • Compliment and recognise
    • Don’t waste their time, waffle or be hesitant
    • Avoid focus on feelings and emotions.
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4
Q

what to work on for directors

A
  • May need to work on active listening skills
    • Empathy
    • Focus on being a team player
    • Delegation to others.
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5
Q

influencers

A
  • People oriented extrovert
    • Like change, new ideas, cooperation
    • Fear disapproval
    • Outgoing, enthusiastic and optimistic
    • Big picture oriented
    • Not good at details
    • May appear disorganised
    • May speak too much and listen too little
    • May speak before they think.
    • Act on impulse
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6
Q

what to work on for influencers

A
  • Thinking things through before they speak
    • Sticking to the agenda
    • Focusing on budget etc.
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7
Q

communication with influencers

A
  • Match their optimism and enthusiasm
    • Take a big picture perspective
    • Offer an alternative idea instead of being critical
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8
Q

stabiliser

A
  • Introvert
    • People-oriented
    • Reserved but work well in teams
    • Accommodating of others
    • Slow to recover if hurt
    • Prefer steady as oppose to sudden change
    • Need security, fear isolation and standing out
    • Patient, loyal, tactful.
    • Might be prone to procrastination.
    • Good at finding information
    • Lots of tact and loyalty for team decisions
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9
Q

to work on for stabilisers

A

Assertive behaviour

- Saying no 
- Be prepared to take more risks 
- Tend to be more cooperative and thus need to be careful when dealing with directors, as to not yield to pressure.
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10
Q

communication with stabilisers

A
  • Take time to develop a rapport
    • Ask for ongoing feedback
    • Be patient
    • Make them feel values
    • Expect things to be taken personally
    • Minimise risk (let them take advice or confer w others)
    • Lead them with a systematic approach
    • Explain your position clearly
    • Expect them to take adversarial approaches personally.
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11
Q

conscientious

A
  • Introverted and task oriented
    • Need high standards, to be appreciated, to produce quality work
    • Well prepared
    • Analytical
    • Fanatically cautious
    • Can appear inflexible and resistant to change
    • Often fear criticism
    • Reserved and focus on the immediate task
    • Systematic approach to work
    • Prefer to plan for change
    • Can be cautious and inflexible
    • Need help to adapt and think creatively and work outside an adversarial framework.
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12
Q

to work on for conscientious communicators

A
  • Look to big picture

- Consider opponents feelings

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13
Q

when communicating with a conscientious person

A
  • Be punctual, organised, prepared, ethical and thorough.
    • Use an agenda and follow through
    • Focus on concrete concepts and facts
    • Support ideas with evidence
    • Emphasis the quality of your argument
    • Deliver what you promise
    • Expect them to take criticism personally
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14
Q

high/low context cultures

A

○ English is low context, thus, most meaning is communicated through words.
○ High-context cultures use intonation, non-verbals etc.
○ Better to speak to those from high-context cultures in person so no meaning is lost.

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15
Q

individualist/competitor

A

Individualist expresses their own needs

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16
Q

collectivist/co-operator

A

○ Collectivists worry about the group

17
Q

non-verbal communication skills

A
  • Posture
    ○ Sit open as a mediator
    ○ Sit to both people so no one thinks they are being ignored.
    • Eye contact
    • Use of voice
      ○ Tone
      ○ Pace
      ○ Vocal variation
    • Body language
    • Active listening
      ○ Not only about listening but also about checking what you have heard.
      ○ The biggest problem with listening is that we don’t listen to understand, we listen to reply.
      ○ People who are talking are not learning anything.
18
Q

active listening skills

A
  • Attending skills
    ○ Being with the client physically and psychologically, making them feel heard.
    • Following skills
      ○ Indicating that the speaker is understood and being followed.
    • Reflecting skills
      ○ Giving feedback and interpreting what the speaker has said.
    • Acknowledging
      ○ Empathy, not sympathy.
      ○ It is important to acknowledge emotions in mediation otherwise the party may keep repeating themselves.
19
Q

examples of reflective skills

A
Examples of Reflective Skills: 
	- 'you sound like' 
	- 'its seems that' 
	- Etc. 
Do say 
	- I can see that you're upset 
	- I can see that you are frustrated
	- I can see that you’ve had a bad time recently 
Don't say 
	- I understand how you feel
20
Q

restating

A

○ Provide a compact, neutral and organised version of discussion
○ Pick up and highlight key issues
○ Remind the parties progress is being made
○ Provide acknowledgement of perspectives, needs and interests.
○ Keep them on track.

21
Q

interests and positions

A
  • Often parties will tell the mediator what they don’t want rather than what they do want.
    • Position is what they want
    • Interest is why they want it
      ○ Needs, wants, concerns and fears.
22
Q

questioning

A

-open
-closed
-focused (directing answer to a particular topic).
- clarifying
empathetic
probing
leading
suggestive

23
Q

reframing

A
  • Reiterating what the party has said but changing it to make it neutral.
    • Can turn the conversation from the past to the future.
    • Detoxifying the statement
    • Shifting from a position to interests
    • Mutualising the problem.
    • Removing emotive language
    • Shifting from the past to the future
    • Helping parties move forwards
    • Moving from a negative to positive perception.