Interpersonal Skills in Organizations

Cover
Title Page
Copyright Page
Dedication
About the Authors
Contents in Brief
Contents
Preface
Acknowledgments
Introduction
Unit 1 Intrapersonal Effectiveness: Understanding Yourself
	Chapter 1 Journey into Self-awareness
		What Is Self-awareness?
			Why Is Self-awareness Important?
			Lack of Self-awareness
		Strategies for Gaining Self-awareness
			Self-analysis
			Behavior
			Personality
			Self-monitoring
			Attitudes
			Perceptions
				Attribution Theory
			Others’ Perceptions
			Self-disclosure
			Diverse Experiences
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 1–A: Journal Writing
		Exercise 1–B: The Big Five Personality Test
		Exercise 1–C: Selective Perception
		Exercise 1–D: The Social Mirror
		Exercise 1–E: Expanding Self-awareness
		Exercise 1–F: Interpersonal Skills Checklist
		Exercise 1–G: Reflection/Action Plan
	Chapter 2 Self-disclosure and Trust
		What Is Self-disclosure?
			Why Is Self-disclosure Important?
			Strategies for Self-disclosure
			Concerns about Self-disclosure
			The Role of Self-disclosure in Increasing Self-awareness
		What Is Trust?
			Why Is Trust Important?
			Concerns about Building Trust
			Strategies for Building Trust
			Organizational Trust-builders
		A Note of Caution about Trust
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 2–A: People Hunt
		Exercise 2–B: Icebreakers
		Exercise 2–C: Fishbowl
		Exercise 2–D: Johari Window Questionnaire
		Exercise 2–E: Circle of Friends
		Exercise 2–F: Trust-building Activities
		Exercise 2–G: Ideal Cards: A Self-disclosure Activity
		Exercise 2–H: Self-disclosure Poker
		Exercise 2–I : Disclosure and Trust in Action
		Exercise 2–J: Reflection/Action Plan
	Chapter 3 Establishing Goals Consistent with Your Values and Ethics
		What Is Goal Setting?
			Why Is Goal Setting Important?
			Key Behaviors for Effective Goal Setting
			Clarifying Values
			Writing Effective Goals
			Overcoming Obstacles
		What Are Ethics?
			Why Are Ethics Important?
			Ethical Strategies
			Individual Ethics
				Kohlberg’s Moral Maturity
			Organizational Ethics
		Ethical Decision Making
			Benefits of Ethical Decision Making
			Ethical Decision-making Strategies
			Ethics-enhancing Tools
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 3–A: Values Inventory
		Exercise 3–B: “This Is Your Life”
		Exercise 3–C: Your Personal Mission Statement
		Exercise 3–D: Personal Goal Setting
		Exercise 3–E: Ethical Stance
		Exercise 3–F: Evaluating Goals and Ethics
		Exercise 3–G: Company Description
		Exercise 3–H: Your Retirement Party
		Exercise 3–I: Life Goals
		Exercise 3–J: Career Assets
		Exercise 3–K: Reflection/Action Plan
		Exercise 3–L: What Does Social Responsibility Feel Like?
	Chapter 4 Self-management
		What Is Emotional Intelligence?
			Benefits of EQ
			Improved Workplace Performance
			Strategies for Increasing EQ
		What Is Time Management and Why Is It Important?
		Strategies for Time Management
		What Is Stress Management and Why Is it Important?
		Strategies for Stress Management
			Types of Stress
			Individual Responses to Stress
			Organizational Responses to Stress
			Individual Responses to Stress
		Overcoming Fear of Failure
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 4–A: Personal Time Management
		Exercise 4–B: Assess Your Current Stress Level
		Exercise 4–C: Project/Task/Life Planning
		Exercise 4–D: Interviews with Three Business Professionals
		Exercise 4–E: Book Review
		Exercise 4–F: Action Plan
		Exercise 4–G: Reflection/Action Plan
Unit 2 Interpersonal Effectiveness: Understanding and Working with Others
	Chapter 5 Understanding and Working with Diverse Others
		What Is Diversity?
		Why Is Diversity Important?
		Individual Diversity Strategies
			How to Gain Awareness
				Reducing Your Prejudices and Use of Stereotypes
				Minimizing Miscommunication with Diverse Others
				Building Relationships with Diverse Others
		Organizational Diversity Strategies
		Barriers to Accepting Diversity
		Gender Diversity
		Generational Diversity
		Cross-cultural Diversity
			Semantics and Connotations
			Social Conventions
			Nonverbal Communication
			Cross-cultural Differences
		Strategies for Addressing Cross-cultural Issues
			For Individuals
			For Companies and Organizations
		Managing Organizational Diversity
			Successful Strategies for Managing Organizational Diversity Effectively
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 5–A: Personal Stereotypes
		Exercise 5–B: Personal Biases and Stereotypes in Employee Recruitment
		Exercise 5–C: Diversity Squares
		Exercise 5–D: Gender Stereotypes
		Exercise 5–E: Diversity Awareness
		Exercise 5–F: Dimensions of Diversity
		Exercise 5–G: Empowering Others
		Exercise 5–H: Reflection/Action Plan
	Chapter 6 Listening and Nonverbal Communication
		What Is Listening?
		Why Is Listening Important?
		Benefits of Active Listening
			Active Listening and Organizations
		Barriers to Effective Listening
		Dealing with Anger and Emotion
		Active Listening Strategies
		What Is Nonverbal Communication?
		Why Is Nonverbal Communication Important?
		Nonverbal Communication Components
		Barriers to Effective Nonverbal Communication
		Nonverbal Communication Strategies
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 6–A: Listening via the Rumor Mill
		Exercise 6–B: Active Listening
		Exercise 6–C: Active Listening Techniques
		Exercise 6–D: Conflict Redo
		Exercise 6–E: Anger Redo
		Exercise 6–F: Improving Nonverbal Observation Skills
		Exercise 6–G: Nonverbal Role-play
		Exercise 6–H: Reflection/Action Plan
	Chapter 7 Communicating Effectively
		What Is Communication?
		Why Is Communication Important?
		Strategies for Effective Communication
			The Communication Channel
			Effective Media Selection
			Information Richness and Media Selection
		Barriers to Effective Communication
			Information Overload
			Emotions
			Trust and Credibility
			Time
			Filtering
			Message Incongruency
		Assertive Communication
			How to Communicate Assertively
			Taking Responsibility and “I” Messages
		Sending Messages Effectively
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 7–A: Completing the Channel—Two-way Communication
		Exercise 7–B: The Assertiveness Inventory
		Exercise 7–C: Communication Styles
		Exercise 7–D: Taking Responsibility
		Exercise 7–E: Aristotle
		Exercise 7–F: Reflection/Action Plan
	Chapter 8 Persuading Individuals and Audiences
		What Is Persuasion?
		Why Persuasion Is Important
		Overview of Theories of Persuasion
		The Persuasion Process
			Understand Others’ Motivations and Needs
			Establish Credibility
			Frame for Common Ground
			Engage in Joint Problem Solving
			Support Preferred Outcome with Logic and Reasoning
			Reinforce with an Appeal to Emotions and Basic Instincts
		A Word of Caution
		Making Effective Presentations
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 8–A: Creating Consonance Out of Dissonance
		Exercise 8–B: Online Assessment: What Is Your Influence Quotient?
		Exercise 8–C: Debate Persuasions
		Exercise 8–D: Persuasive PSA
		Exercise 8–E: “I Deserve a Raise” Role-play
		Exercise 8–F: Video Case: Applying the Six Persuasion Steps
		Exercise 8–G: Back to the Future
		Exercise 8–H: Applying the Six Persuasion Steps to Your Own Situation
		Exercise 8–I: Understanding the Power of Leveraging Basic Instincts
		Exercise 8–J: Persuasion and Influence at the Movies
		Exercise 8–K: Applying the ACE Theory
		Exercise 8–L: Reflection/Action Plan
Unit 3 Understanding and Working in Teams
	Chapter 9 Negotiation
		What Is Negotiation and Why Is It Important?
			Why Do We Negotiate?
		Benefits of Honing Negotiation Skills
		Integrative and Distributive Bargaining Strategies
		Five Stages of Negotiating
		Strategies for Negotiating Effectively
			Scripting
			Agenda Setting
			Anchoring
			Framing
			Questioning
			Summarizing
			Managing
		Additional Tips for Effective Negotiating
		Emotions and Defensiveness in Negotiation
		Integrity and Ethics in Negotiation
		Special Situations in Negotiations
			Third-party Negotiations
			Multiparty and Team-based Negotiations
			Virtual Negotiations
			Global Negotiations
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 9–A: A Trip Down Memory Lane
		Exercise 9–B: Case Study—Keeping Up Appearances
		Exercise 9–C: Thawing the Salary Freeze (Video Case)
		Exercise 9–D: The Car Swap
		Exercise 9–E: Negotiation Role-play
		Exercise 9–F: Negotiation Scripts
		Exercise 9–G: Negotiating a Home Purchase
		Exercise 9–H: Negotiating a Raise
		Exercise 9–I: Going Across the Pond
		Exercise 9–J: Sharing With and Learning From Diverse Others
		Exercise 9–K: The Right Team to Work With
		Exercise 9–L: Negotiating in the Family Business
		Exercise 9–M: Reflection/Action Plan
	Chapter 10 Building Teams and Work Groups
		What Is Teamwork?
			Types of Teams
				Cross-functional Teams
				Self-managed Teams
				Task Force
				Process Improvement Teams
				Virtual Teams
		Why Teams?
			Benefits of Teams
		Potential Limitations of Teams
		Team Developmental Stages
			Stage One—Forming
			Stage Two—Storming
			Stage Three—Norming
			Stage Four—Performing
			Stage Five—Adjourning
		Characteristics of High-performance Teams
			Tips for Effective Teams
			Lessons Learned from the Trenches
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 10–A: Bridge Building
		Exercise 10–B: A Team Exercise: What Did We Learn?
		Exercise 10–C: Map It Team Competition
		Exercise 10–D: Conflict in Team Projects: Two Case Studies
		Exercise 10–E: Preventing and Resolving Self-limiting Behaviors on Teams
		Exercise 10–F: Case Study on Gaining Appropriate Membership on Teams
		Exercise 10–G: WebSolutions
		Exercise 10–H: Reflection/Action Plan
	Chapter 11 Managing Interpersonal and Organizational Conflict
		What Is Conflict?
		Why Is Conflict Management Important?
		Sources of Interpersonal Conflict
			Limited Resources
			Differences in Goals and Objectives
			Miscommunication
			Differing Attitudes, Values, and Perceptions
			Style Differences
		Conflict Management Strategies
		Organizational and Interpersonal Techniques for Preventing or Resolving Conflict
			Organizational Strategies/Techniques
				Creating/Maintaining a Culture of Openness
				Involving Employees in Decisions That Affect Them
				Ensuring Alignment of Organizational Systems
				Offering Team Training and Team Building
				Providing Diversity Training
				Offering Conflict Management and Negotiation Training
				Creating Psychological Safety
		Individual Strategies/Techniques
			Using Effective Communication
			Managing Others’ Expectations
			Focusing on Others First
			Planning for and Having Difficult Conversations
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 11–A: Conflict Assessment
		Exercise 11–B: Conflict with Customers
		Exercise 11–C: Conflict with the Boss
		Exercise 11–D: Conflict on a Work Team
		Exercise 11–E: Declining Sales: A Role-Play
		Exercise 11–F: Resolving Conflict in Resource-Limited Organizations: A Negotiation Exercise
		Exercise 11–G: Who Is Responsible? A Conflict Exercise
		Exercise 11–H: Psychological Safety
		Exercise 11–I: Having Difficult Conversations
		Exercise 11–J: Reflection/Action Plan
	Chapter 12 Achieving Business Results through Effective Meetings
		The Importance and Benefits of Meetings
		Problems with Meetings
		Strategies for Effective Meetings
			Before the Meeting
				Clarify the Purpose of the Meeting
				Choose the Type of Communication Mechanism for the Meeting
				Decide Who Should Participate in the Meeting
				Develop a Plan for the Meeting
			During the Meeting
				Pay Attention to Process
			After the Meeting and between Meetings
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 12–A: Committee Meeting
		Exercise 12–B: Why Am I Here?
		Exercise 12–C: Planning a Work Team Meeting
		Exercise 12–D: Using Agendas for Your Team Project Meetings
		Exercise 12–E: Case Study: What about Bob?
		Exercise 12–F: Plan and Have a Meeting
		Exercise 12–G: Virtual Meeting Gone Wrong
		Exercise 12–H: Reflection/Action Plan
	Chapter 13 Facilitating Team Success
		What Is Facilitation?
		Why Is Facilitation Important?
		What Facilitators Do
		Facilitator Skills and Behaviors
		Key Facilitative Preventions
		Key Facilitative Interventions
		Identifying and Dealing with “Problem People”
		Facilitation Tips
		Some Barriers or Limitations to Facilitation
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 13–A: Case Study: Dealing with Team Conflict
		Exercise 13–B: Video Case: Twelve Angry Men
		Exercise 13–C: Alternative Exercise for Twelve Angry Men
		Exercise 13–D: Intervention Presentation
		Exercise 13–E: Facilitation Self-assessment
		Exercise 13–F: Facilitating a Virtual Team
		Exercise 13–G: Observing Group Process
		Exercise 13–H: Reflection/Action Plan
	Chapter 14 Making Decisions and Solving Problems Creatively
		Why Is Decision Making Important?
		What Is Decision Making?
			A Decision-making Process
				Step One—Identify the Core Issues
				Step Two—Determine a Decision-making Approach
				Step Three: Generate Options?
				Step Four—Research Options
				Step Five: Evaluate Options?
				Step Six—Reach a Decision
				Step Seven—Implement and Monitor the Decision
		What Kind of Decision Maker Are You?
			Collaborative Decision Making
		What Is Problem Solving?
		Why Is Problem Solving Important?
		Problem-Solving Techniques
			Brainstorming
				Using Affinitizing to Synthesize Brainstormed Ideas
			Building Consensus through Multivoting
		What Is Creativity and Why Is It Important?
			Strategies for Increasing Creativity in Problem Solving
			Some Methods for Generating Novel Ideas
			Management’s Role in Supporting and Stimulating Creativity
			Strategies for Increasing Individual Creativity
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 14–A: Decision-making Matrix
		Exercise 14–B: Weighted Average Decision Making
		Exercise 14–C: Brainstorming—A Warmup
		Exercise 14–D: Collaborative Problem Solving
		Exercise 14–E: Corporate Crime: A Problem-solving Exercise
		Exercise 14–F: What’s Old Is New
		Exercise 14–G: Sensing Creativity
		Exercise 14–H: Reflection/Action Plan
Unit 4 Leading Individuals and Groups
	Chapter 15 Effective and Ethical Use of Power and Influence
		What Is Power and Why Is It Important?
			Position or Formal Power
			Person or Informal Power
		What Is Organizational Politics and Why Is It Important?
			Engaging in Organizational Politics: Considerations
			Analyzing Yourself
			Reading Others
			Assessing the Organization
			Choosing Wisely
			Managing Impressions
			Managing Information
		Ethical Issues in Organizational Politics
		Keeping Organizational Politics in Check
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 15–A: Assessing Your Power to Influence
		Exercise 15–B: Power and Its Consequences
		Exercise 15–C: Recognizing Your Power Bases
		Exercise 15–D: Politicking—What’s My Angle?
		Exercise 15–E: “Powers” of Observation
		Exercise 15–F: Reflection/Action Plan
	Chapter 16 Networking and Mentoring
		What Is Networking?
		The Importance and Uses of Networking
			Networking within an Organization
			Networking to Find a Job or Change Careers
			Other Uses of Networking
		Developing an Appropriate Mindset for Networking
		Barriers to Networking
		Strategies for Building an Effective Network
		Before, During, and After a Networking Meeting
		What Is Mentoring?
			Benefits of Mentoring
			The Importance and Changing Nature of Mentoring
			Qualities of an Effective Mentor
			How to Find a Mentor
			Challenges and Limitations of Mentoring
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 16–A: Your Personal Network
		Exercise 16–B: Networking Scorecard
		Exercise 16–C: Networking Scenarios
		Exercise 16–D: It’s a Small World
		Exercise 16–E: The 30-Second Commercial
		Exercise 16–F: It’s Not What You Know . . . It’s Who You Know: A Hands-on Networking Exercise
		Exercise 16–G: Online Mentoring
		Exercise 16–H: Is Mr. Miyagi a Good Mentor?
		Exercise 16–I: How Would You Mentor João?
		Exercise 16–J: On Becoming a Master Mentor . . .
		Exercise 16–K: Reflection/Action Plan
	Chapter 17 Coaching and Providing Feedback for Improved Performance
		What Is Coaching?
			The Importance and Benefits of Coaching
		Skills and Characteristics of Effective Coaches
			Effective Coaching Behaviors
			The Coaching Process
			Counseling
			Helping Others Set Goals
		What Is Feedback?
			Why Giving Job Feedback Is So Important in Organizations
			Why Feedback Is Important for Individuals
			Sources of Feedback
				Others
				The Task Itself
				Self
			Characteristics of Effective Feedback
				Specific
				Nonpersonal
				Work Related
				Documentable
				Descriptive
				Nonprescriptive
				Timely
				Frequent
				Purposeful
				Constructive and Balanced
				In the Appropriate Setting
				Interactive
		Challenges in Providing Feedback
			Tips for Preparing and Leading a Feedback Session
			Tips for Receiving Feedback
			Asking for Feedback
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 17–A: Coaching Clinic
		Exercise 17–B: Coaching Circles
		Exercise 17–C: Coach Me Through It
		Exercise 17–D: Helping Others Set Goals—Modeling Exercise
		Exercise 17–E: Giving Positive Feedback
		Exercise 17–F: Peer Feedback
		Exercise 17–G: Practicing Giving Performance Feedback
		Exercise 17–H: Giving Self-feedback
		Exercise 17–I: Reflection/Action Plan
	Chapter 18 Leading and Empowering Self and Others
		What Is Leadership?
			Characteristics of Effective Leaders
			Leaders versus Managers
			Self-leadership
		What Is Empowerment?
			Why Is Empowerment Important?
			Benefits of Empowerment
			Disadvantages or Costs of Empowerment
			To Empower or Not to Empower?
			Implementing Empowerment
			Self-empowerment
		Empowerment through Effective Delegation
			Benefits of Delegation
			Challenges in Delegating
			Activities Included in Delegation
			A Process for Effective Delegation
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 18–A: Do You Know an Effective Leader?
		Exercise 18–B: How Is Your Self-leadership?
		Exercise 18–C: It’s “Plane” to Me
		Exercise 18–D: Case Study: “Am I the Manager?”
		Exercise 18–E: Do You Feel Empowered?
		Exercise 18–F: Delegating Tasks
		Exercise 18–G: In Their Own Words
		Exercise 18–H: Reflection/Action Plan
	Chapter 19 Project Management
		What Is Project Management?
			Why Project Management?
			Benefits of Project Management
		Managing the Project
			Eight Steps to Managing Projects
				Step One—Define Project Objectives and Scope
				Step Two—Determine Project Participants and Stakeholders
				Step Three—Develop a Time Line or Work Plan
				Step Four—Establish Checkpoints and Control Mechanisms
				Step Five—Identify and Obtain Necessary Resources
				Step Six—Determine How Project Results Will Be Measured
				Step Seven—Set Up an Ongoing Communication System
				Step Eight—Debrief and Evaluate the Process and Results at Project End
		Project Management Tools
		Summary
		Key Terms and Concepts
		Discussion Questions
		Endnotes
		Exercise 19–A: Fishing for a Cause
		Exercise 19–B: Team Project Worksheet
		Exercise 19–C: Personal Project Time Line
		Exercise 19–D: Ace the Project
		Exercise 19–E: R&D Project Planning
		Exercise 19–F: Product Recall
		Exercise 19–G: Tools of Project Management
		Exercise 19–H: Reflection/Action Plan
Index