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Chapter 2 : Interpersonal Communication Skills - Coggle Diagram
Chapter 2 : Interpersonal Communication Skills
Improving Listening Skills
Listening is a complex process
Challenges
Real-time experience
Invisibility
Sound-to-language conversion
Choices and Behaviors that Affect Listening Quality
Poor self-management
Idle brain power
Ineffective listening
Barriers to physical reception
Flawed recall
Becoming a Better Listener
Minimize the barriers to effective listening
External
impedes physical hearing or concentration
Internal
Listener behaviors, thoughts, and emotions that hinder understanding
Adapting your listening style to the situation
Content
retain information
Critical
evaluating logically
Empathetic
Understand feelings, needs, and wants
Engaging in active listening
Open and positive state of mind
Active engagement
Respect for silence
Nonverbal awareness
Note-taking
Improving Nonverbal Communication Skills
Nonverbal communication is the process of sending and receiving information, both intentionally and unintentionally, without using language
Types of nonverbal signals
Facial expressions
Vocal characteristics
Gesture and posture
Personal appearance
Touch
Time and space
Using nonverbal communication
Paying attention to nonverbal cues will make you a better speaker and better listener
Consider the nonverbal cues you send
Pay attention to the speaker’s nonverbal cues
Be observant
Ask the speaker honest and respectful questions
Developing Conversational Skills
Initiating Business Conversations
Unplanned conversations
Ask the other person a question about their work
Avoid gossip and complaining
Planned Conversations
Predetermined topic and set time limit
Agenda defines the topics
Don’t get defensive
Positive Conversational Flow
Don’t talk nonstop
Don’t interrupt
Express disagreement and criticism indirectly
Stay engaged and appear engaged
Summarize to reenergize and refocus
Ask direct questions
Ask indirect questions
Concluding a Conversation
The final exchange is your opportunity to leave a positive impression of yourself and the conversation
Handling difficult conversations
Rehearse your active listening skills
Prepare thoroughly
Visualize the situation from the other side
If you are upset, vent before the conversation
Clarify and compartmentalize your emotions
Stay tuned to your own emotions
Workplace Conflict
Factors
Structural
permanent aspects of being in business
Situational
temporary forces within an industry or company
Interpersonal
choices, behaviors, and personality traits of people
Constructive conflict
Forces important issues into the open, increases the involvement of team members, or generates ideas for solving a problem
Destructive Conflict
Saps productivity, damages morale, or threatens to spread to other people in the organization
Steps to resolve
Decide if the conflict is worth resolving
Examine own beliefs and behaviors
Identify where the conflict originates
Level of conflict
Establish common ground
Choose a strategy for resolving the differences
Avoidance
Accommodation
Compromise
Collaboration
Mediation
Negotiation
Skills as a Negotiator
Negotiation
Interactive process
Two parties with opposing or competing goals
mutually acceptable outcome
Principles
Negotiating errors due to misunderstanding about what negotiating is all about
Higher emotional intelligence makes better negotiators
Monitor and manage own emotions
Cooperative spirit
Win-win outcomes
Preparation
Understanding and clarifying your own position
Target
Best alternative
Reservation point
Evaluating the other party’s position
Get information
Bargaining zone
Assessing the situation
Engaging
Negotiation begins when one party makes the first offer
Anchor:
Value of the first offer
Counteroffer signals
Final offer
Accept
Walk away