overview what is (good) interpersonal communication? who do we need to use excellent interpersonal...
TRANSCRIPT
Interpersonal Communications
Essential Skills and Strategies -Chapter 8
Lindsey BronsteinCaldwell College
Overview
What is (good) interpersonal communication?
Who do we need to use excellent interpersonal communication with?
Purpose of effective interpersonal communication
Important characteristics
Using interpersonal communication in ABA settings
What is Good Interpersonal Communication?
What it is NOT….
http://www.youtube.com/watch?v=W1RY_72O_LQ
What it is….
http://www.youtube.com/watch?v=gi6y2wvWijc
What is Interpersonal Communication?
“the exchange of information between two or more people. Successful interpersonal communication is when the message senders and message receivers understand the message” - (Wikipedia)
What goes into communicating a message? the words how its said body language/gestures facial expressions tone of voice
Activity!
Who do we need to use excellent interpersonal communication with?
Supervisor
Colleagues
Direct reports
Friends/family/significant others
Professors
Networking
Clients
…ideally we use our excellent interpersonal communication skills with everyone!
(Bailey and Burch, 2010)
Purpose of Effective Interpersonal Communication
To learn about others
To help others learn about you
To influence others
To leave a good impression
Ensure everyone understands the message
(Bailey and Burch, 2010)
Excellent Communication Characteristics
Are Likeable: Warm personality Friendly Empathetic Down to earth Like to laugh and tell
stories Real Smile a lot Genuinely interested in
others Accepting Forgiving
Likeable people are not: Phony Threatening Pushy Rigid Uptight Intense Opinionated Judgmental Brittle
(Bailey and Burch, 2010)
Interpersonal Communication in ABA Settings
Science is the foundation but…
maximum effectiveness depends on the interpersonal communication
Most common use is related to implementing and managing a behavior program
7 stages to use interpersonal communication skills
(Bailey and Burch, 2010)
7 Stages of Interpersonal Communication with Clients
Intake with the client
Present your analysis
Present treatment plan for approval
Preparation and training of the mediator
When the intervention is finally in place
Online Monitoring, Evaluation and Maintenance
Termination
(Bailey and Burch, 2010)
Initial Intake with the Client
• Establish your position with the client
Gain trust Show that you respect
the client Be a good listener Show confidence in your
behavioral approach Display caring attitude Have friendly demeanor Maintain good eye
contact
• Goal is to quickly build good rapport
Be aware of body language of the client
Show assertiveness and leadership skills
Demonstrate your integrity
Smile Use the person’s name Be a good listener
(Bailey and Burch, 2010)
Keep in Contact
Recommend at least once per week
OR
Prearranged schedule
Let them know you have not forgotten
Reduce client stress(Bailey and Burch, 2010)
Present Your AnalysisClient, client surrogate, department head, VP of
human resources or other appropriate people
At the meeting start casually and put people at ease.
Present your findings and recommendations Be sure to use nontechnical language Eye contact Firm, strong voice to show your confidence
Be convincing – want the client to “buy in” to your idea
(Bailey and Burch, 2010)
Present Your AnalysisBe prepared to negotiate
Build your case slowly Be aware of behaviors such as: breaking eye contact,
shifting in chair, pushing back from table, rolling eyes, mumbling etc
Show the data – make easy to read and visually attractive
Answer questions
Make use of anecdotes and stories from your own experience
Have paper work (treatment plan) ready to be signed
(Bailey and Burch, 2010)
Present Treatment Plan for Approval
Ideally, this should be low-key and short
Firm up the agreement
Make explicit request for client consent and cooperation
(Bailey and Burch, 2010)
Preparation and Training of the Mediator
More likely to be training adults (parents, teachers, paraprofessionals) Challenging to change set ways Don’t like being told what to do Lack confidence in new behaviors
Use task analysis
Be patient!
Model correct behavior, set up role play opportunities, and observe
Use generous amounts of positive feedback and approval
Ask for help from supervisor/boss if you feel unprepared
(Bailey and Burch, 2010)
When the Intervention is Finally in Place
Watch closely to make sure protocol is being followed
Use descriptive reinforcement
Be prepared to troubleshoot
Admitting you made a mistake is ok – you’re only human
Help give the mediator confidence and strength
Shape the mediators behavior
(Bailey and Burch, 2010)
Online Monitoring, Evaluation and Maintenance
Gradually phase yourself out
Drop in occasionally, provide feedback, review data
Let them know when you are proud of them
Give the mediator credit for success of the project
(Bailey and Burch, 2010)
Termination If you gradually fade yourself out the mediator
should no longer be dependent on your praise or feedback
Can begin think of the person more as a colleague than a client
Can have a celebration for the client to say good-bye Make sure it is appropriate
Be sure to show appreciation for the hard work put in by the mediator
(Bailey and Burch, 2010)
Communicating with Your Boss or Supervisor
Be careful what you say
Don’t discuss other employees
Don’t let them see you as a timid, paranoid, or threatened individual
Be open, constructive, flexible and creative
Make sure to understand what your boss wants from you
(Bailey and Burch, 2010)
Communicating with Colleagues
Likeability
Trust and respect
Rule 1: Do not gossip (activity time!)
(Bailey and Burch, 2010)
Communicating with Colleagues
Likeability
Trust and respect
Rule 1: Do not gossip (activity time!) Change the subject Circulating good news you want spread is okay
Rule 2: Do not discuss salary or company benefits Unnecessary/inappropriate Can make people feel uncomfortable
Rule 3: Be wary of dual relationships (Bailey and Burch, 2010)
Communicating with Direct Reports
Supervising others
Treat them the way you would want to be treated
Be respectful
Be the supervisor you once had or did not have
Maintain good stimulus control
Use reinforcement!
(Bailey and Burch, 2010)