Communication and conflict resolution skills
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Communication and Conflict Resolution Skills
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Communication and conflict resolution skills
- 1. #Communication and Conflict Resolution Skills
- 2. Contents Communication and Leadership Inspirational Speaking and Writing Six Principles of Persuasion Nonverbal Communication and Videoconferencing Listening as a Leadership Skill How to Make the Rounds Overcoming Cross-Cultural Communication Barriers Conflict-Handling Styles Conflict Management Styles Negotiating and Bargaining Negotiation Techniques Summary
- 3. Presentation Sections Part One : The Body Part Two : The Heart Part Three : The Brain Part Four : The Terminals
- 4. Part One Communication and Leadership Inspirational Speaking and Writing Six Principles of Persuasion
- 5. "Developing excellent communication skills is absolutely essential to effective leadership. The leader must be able to share knowledge and ideas to transmit a sense of urgency and enthusiasm to others. If a leader can't get a message across clearly and motivate others to act on it, then having a message doesn't even matter."
- 6. Communication and Leadership • Effective leaders are also effective communicators • To be effective, the leader must synchronize verbal and nonverbal behavior • Technology has had a meaningful impact on leaders’ communication and coordination
- 7. Inspirational Speaking and Writing A - A Variety of Inspirational Tactics 1. Be credible 2. Gear your message to the listener 3. Sell group members on the benefits of your suggestions 4. Use heavy-impact and emotion-provoking words 5. Use anecdotes and metaphors to communicate meaning 6. Back up conclusions with data (to a point) 7. Minimize language errors, junk words, and vocalized pauses 8. Write crisp, clear memos, letters, and reports, including a front-loaded message 9. Use business jargon in appropriate doses
- 9. Inspirational Speaking and Writing B -Use a Power-Oriented Linguistic Style 1. Speak loudly enough 2. Downplay uncertainty 3. Use the pronoun “I” 4. Minimize the number of questions you ask 5. Minimize self-deprecation 6. Offer negative feedback directly 7. Make your point quickly 8. Speak directly, not indirectly 9. Weed out wimpy words 10. Know exactly what you want 11. Set the agenda and make listeners comfortable 12. Be bold in your statements 13. Increase your listener’s receptivity through effective framing
- 11. Six Principles of Persuasion 1. Liking: People like those who like them 2. Reciprocity: People repay in kind 3. Social proof: People follow the lead of similar others 4. Consistency: People align with their clear commitments 5. Authority: People defer to experts 6. Scarcity: People want more of what they can have less of
- 12. 1. Liking: People like those who like them
- 13. 2. Reciprocity: People repay in kind
- 14. 3. Social proof: People follow the lead of similar others
- 15. 4. Consistency: People align with their clear commitments
- 16. 5. Authority: People defer to experts
- 17. 6. Scarcity: People want more of what they can have less of
- 19. End of Part one Any Questions ? Thank you for your great participation
- 20. Part Two Nonverbal Communication and Videoconferencing Listening as a Leadership Skill How to Make the Rounds
- 21. Take advantage of every opportunity to practice your communication skills so that when important occasions arise, you will have the gift, the style, the sharpness, the clarity, and the emotions to affect other people.
- 22. Nonverbal Communication and Videoconferencing Nonverbal communication rules apply in both live and videoconferencing situations Use perfect posture Use positive head and hand gestures If standing, stand up straight with feet outward Speak at a moderate pace with confident voice Smile frequently and naturally Maintain eye contact Gesture in a natural, friendly way Guard the time
- 23. Nonverbal Communication and Videoconferencing (cont’d) Your external image is important to fostering respect and privilege; be well- dressed and neatly groomed Videoconferencing places extra demands on verbal and nonverbal skills Practicing and rehearsing with videotape ahead of time is helpful
- 24. Listening as a Leadership Skill Two impediments to effective listening by leaders are not enough time the speed difference between speaking and listening
- 25. Listening as a Leadership Skill (cont’d) There are two strategies that a leader can employ Selective listening Making the rounds
- 26. How to Make the Rounds
- 27. End of Part Two Any Questions ? Thank you for your Effective participation
- 28. Part Three Overcoming Cross-Cultural Communication Barriers Conflict-Handling Styles Conflict Management Styles
- 29. To effectively communicate, we must realize that we are all different in the way we perceive the world and use this understanding as a guide to our communication with others.
- 30. Overcoming Cross-Cultural Communication Barriers 1. Be aware that differences exist and are important 2. Challenge your cultural assumptions 3. Show respect for all workers 4. Use straightforward language and speak slowly and clearly 5. Look for signs of misunderstanding 6. When appropriate speak in their language
- 31. Overcoming Cross-Cultural Communication Barriers (cont’d) 7. Observe cross-cultural differences in etiquette 8. Do not judge style, accent, grammar or personal appearance 9. Avoid racial or ethnic identification 10. Learn cultural nonverbal customs 11. Look for uniqueness in individuals, not race, ethnic, or culturally-based physical attributes
- 32. Cultural Mistakes to Avoid with Selected Cultural Groups England -Asking personal questions. -Thinking they are unzealous. -Gossiping about royalty. France -Expecting to complete work during lunch time. -Expecting to conduct business during August. -Greeting a French person for the first time and not using a title. Italy -Eating too much pasta. -Handing out business cards freely.
- 33. Cultural Mistakes to Avoid with Selected Cultural Groups (cont’d) Spain -Expecting punctuality. -Making American sign for OK. Scandinavia -Being overly rank- conscious. Asian countries -Praising individuals in the front of others.
- 34. Cultural Mistakes to Avoid with Selected Cultural Groups (cont’d) Japan -Shaking hands or hugging Japanese in public. -Not interpreting “we will consider it” as “no”. -Not offering small gifts when conducting business. -Giving your business card more than once. China -Using black borders on stationery or business cards. -Offering small gifts when conducting business. -Making cold calls on the first time business meeting. Indian -Saying, you do not prefer to eat with your hands.
- 35. Conflict-Handling Styles According to the Degree of Cooperation and Assertiveness
- 36. Conflict Management Styles 1. The competitive style is a desire to win one’s own concerns at the expense of the other party, or to dominate 2. The accommodative style favors appeasement, or satisfying the other’s concerns without taking care of one’s own 3. The sharing style is halfway between domination and appeasement
- 37. Conflict Management Styles (cont’d) 4. The collaborative style reflects a desire to fully satisfy the desires of both parties 5. The avoidant style combines unassertiveness and a lack of cooperation
- 38. Appropriate Situations for Using the Five Modes of Conflict Resolution APPROPRIATE SITUATIONCONFLICT-HANDLING MODE -In emergency -On important and vital organizational issues -Against people who take undeserved advantage. Competing -When compromise is very important. -When your objective is to learn. -To gain commitment and consensus. -To work through feelings that have interfered with a relationship. Collaborating
- 39. Appropriate Situations for Using the Five Modes of Conflict Resolution (cont’d) APPROPRIATE SITUATIONCONFLICT-HANDLING MODE -When goals are important but not worth more assertive modes. -When competing with opponent with equal power. -To achieve temporary settlements of complex issues or under time pressure. -When collaboration or competition is unsuccessful. Sharing (Compromising) -When more important issues are pressing. -When others can resolve the conflict more effectively. -To let people cool down. -When available information supersedes making an immediate decision. Avoiding
- 40. Appropriate Situations for Using the Five Modes of Conflict Resolution (cont’d) APPROPRIATE SITUATIONCONFLICT-HANDLING MODE -When you are wrong. To build social credits for later issues. -When issues are more important to others than to you. -To minimize the loss. -When harmony and stability are important. -To allow group members to develop by learning from mistakes. Accommodating
- 41. End of Part Three Any Questions ? Thank you for your attractive participation
- 42. Part Four Negotiating and Bargaining Negotiation Techniques Summary
- 43. Negotiation is not a policy. It's a technique. It's something you use when it's to your advantage, and something that you don't use when it's not to your advantage.
- 44. Negotiating and Bargaining Conflicts can be considered situations calling for negotiating and bargaining, or conferring with another person in order to resolve a problem Two approaches to negotiation: Distributive bargaining Integrative bargaining
- 45. Negotiation Techniques Listen first to investigate what the other side wants Begin with a plausible demand or offer Focus on interests, not position Search for the value in differences between the two sides Be sensitive to international differences in negotiating style
- 46. Summary Effective leaders are effective communicators Leaders may develop inspirational and powerful speaking and writing by following a set of suggestions A power-oriented linguistic style is one way to communicate with inspiration and power
- 47. Summary (cont’d) Leaders can improve their communication by following the six principles of persuasion Skill can also be developed in using nonverbal communication
- 48. Summary (cont’d) Overcoming cross-cultural communication barriers is another leadership challenge Leaders must also be skilled in conflict management and negotiations
- 49. End of Part four Any Questions ? Thank you for your participation