Communication, Coaching and Conflict Resolution

Communication
The process of conveying information and meaning. Organizations generally recruit people with good communications skills. Effective leaders are good communicators. Positive relationship between communication competency and leadership performance. Pygmalion Effect.

 Communication is all about:

Sending and Receiving Being clear and Precise. No grey areas

Plan Your Message:

Goal Who will / should receive How will you send message When will the message be transmitted Where will the message be transmitted.

 How to communicate: Oral Communication

Develop rapport State your communication objective Transmit your message Check receiver's understanding Get a commitment Followup

 Written Communication
Be specific and to the point Do not write to impress But try to get your message across Edit and rewrite

 Listening:
Pay attention Avoid Distractions Stay tuned in Dont assume and interpret Watch nonverbal cues Ask questions Take notes Convey Meanings

 Analyse
Think Wait to Evaluate until after listening

Check Your Understanding

Paraphrasing Watch for non verbal ques

 Feedback
Verifying message Meeting objectives Critism

360 Multirater Feedback

Receiving performance evaluations from multiple people.

 Coaching
Giving motivational feedback to maintain and improve performance. Managers from management paradigm didnt see coaching in their job description. Organizations train their managers to play the roles of coaches.

 Coaching Guidelines:
Develop a supportive working relationship Give praise and recognition Avoid blame and embarssement Focus on the behavior and not the person. Have employees asses their own behavior Give specific and descriptive feedback Give coaching feedback Provide modelling and training Make feedback timely but flexible Dont criticise only. Use praise.

 Coaching feedback is based upon good suportive relationship: it is specific and descriptive and its is not judgmental criticism.

Coaching involves employee doing self assessment of performance. Critism makes employees feel like losers while coaching makes them feel like winners

 Attribution Theory
The process managers go through in determining the reasons fir effective or ineffective performance and deciding what to do about it.

Typical reaction to poor performance

Identify the reason for poor performance. Identify an appropriate corrective action.

 Generally people stereo type employees as non performers. Performance Formula:

Performance is a function of ability, motivation and resources. Ability: train Motivation: praise, use techniques Resources:

 Improving performance with coaching model:

Describe current performance Describe desired performance Get a comitment Follow up

 Mentoring
Form of coaching in which a more experienced manager helps a less-experienced employee. More personel More successful

 Conflict exists whenever people are in disagreement and opposition. Physiological Contract is the unwritten implict expectations of each party in a relationship Conflict arises due to breaking of the physiological contract.
Both party A and party B fail to inquire each others expectations. Each party assumes that the other has the same expectations.

 Managers devote one-fifth of their time resolving conflicts. Functional and dysfunctional Conflicts
When conflicts prevents the achievement of organizational goals. (Dysfunctional) When opposition / disagreement supports achieving the organizational goals. (Functional) Functional Conflicts increases:
Quality of discussions. Innovational changes

Conflicts can be Problem oriented or Relationship Oriented.

 2 dimensions of concern:
Concern for others needs. Concern for your own needs.

3 types of behaviors
Low concern for self needs and high concern for others needs. High concern for own needs and low concern for others needs(Aggressive behavior) Moderate or high concern for your own needs and other needs

 Conflict Management Styles:

Avoid Conflict Style:
Ignore the conflict. Uncooperative. Problem does not go away. Passive behavior, You lose- I lose. e.g. Resolve the conflict by passively giving in to other party. Satisfy the other party. Neglect your own needs. You win I lose. e.g. you dont speak against price hike.

Accommodating Conflict Style:

 Forcing Conflict Style:

Using aggression to get your own way. Uncooperative and aggressive. Authority, power, force. I win- You lose. E.g. India Cricket Match Holiday.

Negotiating Conflict Style:

Assertive give and take concessions. Compromise. WIN WIN

 Collaborating Conflict Style:

Jointly resolve the conflict with best possible solution for both parties. Problem Solving style. Usually lengthy process Mindset Change.

Difference Between Collaborating and Negotiation Style:

 Conflict Resolution:
Plan a BCF (Behavior, Consequence, Relationship) statement that maintains ownership of the problem. Present your BCF statement and agree on the conflict. Ask for / or give alternative conflict resolutions. Make an Agreement for change

Initiating Conflict Resolution

Responding to Conflict Resolution

Mediating Conflict Resolution Have each party state his complaint using the BCF model Agree on the conflict problems Develop alternative Conflict resolution Make and agreement change Follow-up to make sure that the conflict is resolved

Plan a BCF statement that Listen and paraphrase the maintains ownership of the conflict using BCF model problem Present your BCF statement and agree on a conflict Ask for and give alternate conflict resolutions Make an agreement for change. Agree with some aspects of the complaint Ask for / give alternate conflict resolutions Make an agreement for change

Q&A