communication and conflict resolution skills
TRANSCRIPT
#Communication and Conflict Resolution Skills
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
Presentation Sections
Part One : The Body
Part Two : The Heart
Part Three : The Brain
Part Four : The Terminals
Part One
Communication and
Leadership
Inspirational Speaking
and Writing
Six Principles of
Persuasion
"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."
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
Inspirational Speaking and WritingA - 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
Inspirational Speaking and WritingB -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
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
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
Self Presentation Approaches
End of Part one Any Questions ?
Thank you for your great participation
Part Two
Nonverbal Communication
and Videoconferencing
Listening as a Leadership
Skill
How to Make the Rounds
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.
Nonverbal Communicationand 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
Nonverbal Communicationand 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
Listening as a Leadership Skill
Two impediments to effective listening by leaders are
not enough time
the speed difference between speaking and listening
Listening as a Leadership Skill (cont’d)
There are two strategies that
a leader can employ
Selective listening
Making the rounds
How to Make the Rounds
End of Part TwoAny Questions ?
Thank you for your Effective participation
Part Three
Overcoming Cross-Cultural
Communication Barriers
Conflict-Handling Styles
Conflict Management Styles
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.
Overcoming Cross-CulturalCommunication 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
Overcoming Cross-CulturalCommunication 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
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.
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.
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.
Conflict-Handling Styles According
to the Degree of Cooperation and Assertiveness
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
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
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
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
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
End of Part ThreeAny Questions ?
Thank you for your attractive participation
Part Four
Negotiating and
Bargaining
Negotiation
Techniques
Summary
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.
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
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
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
Summary (cont’d)
Leaders can improve their
communication by following the
six principles of persuasion
Skill can also be developed in
using nonverbal communication
Summary (cont’d)
Overcoming cross-cultural
communication barriers is
another leadership challenge
Leaders must also be skilled in
conflict management and
negotiations
End of Part fourAny Questions ?
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