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Part I- interpersonal communications at

the workplace

Part II- Confronting problems

Part III- Management of Conflict

Part IV- Sharing Information

“Man is born free but he is

everywhere in chains”

Jean Jacques Rousseau

Optimist International 5

Introductions

Third party introductions

Paying compliments

Small Talk

Handling difficult questions

Handling awkward lulls

8

Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72.

External

InformationInternal

Information

Manager as

Communication Champion

Purpose-DirectedDirect attention to

vision, values, desired

outcomes Influence employee

behavior

Strategic ConversationsOpen communication

Listening

Dialogue

Feedback

MethodsRich channels Upward, downward, & horizontal channels Nonverbal communicationPersonal networks

9

One of the most important tools of

manager communication – both to

employees and to customers

Listening = skill of receiving messages to

accurately grasp facts and feelings to

interpret the genuine meaning

75% of effective communication is

listening – most people spend only 30-

40% listening

10

Listen actively

Find areas of interest

Resist distractions

Capitalize on the fact

that thought is faster

tan speech

Be responsive

Judge content, not

delivery

Hold one’s fire

Listen for ideas

Work at listening

Exercise one’s mind

Stormy

Cold

Sunny

Warm

Defensive

Evaluation

Control

Strategy

Neutrality

Superiority

Certainly

Supportive

Descriptive

Problem orientation

Spontaneity

Empathy

Equality

Provisionalism

Mental blocks are

reasons (attitudes)

why we don’t

“think something

different.”


1. The _______ answer.

2. That’s not _________.

3. __________ the rules.

4. Be ______________.

5. ________ is frivolous.


6. That’s not my _____.

7. ________ ambiguity.

8. Don’t be _________.

9. __________is wrong.

10. I’m not __________.

What?

Why?

When?

Where?

How?

Organization- reviewed annually

Major projects

Major announcements

Big events

Opening a new premise/building

Agreement with what is to be achieved

Planning ahead

Exploit all channels available

Allocation of responsibilities

Allocation of resources

Process mapping

Risk management

Metrics

Evaluation of results

Audiences

Messages to be conveyed

Impact desired

Channels of communication

Time lines

Additional resources required

Pitfalls/ risks involved

Parameters for success

Records to be maintained

Introductions

Listening- showing interest in people

Communicating feelings

Dealing with anger/ hostility/conflicts

Responding to praise

Responding to feedback

Dealing with silences

Seeking clarifications

Giving information

What is CPS?

CPS process

Brainstorming

Mind Mapping

What Are The Three Greatest Problems /

Opportunities Your department/organization

currently Facing?


“Creative problem solving is - looking at

the same thing as everyone else and

thinking something different.”


Adapted from a famous quote from a former

Nobel prize winner, Albert Szent-Gyorgi.

Step1 State what appears to be the

problem

Step2- Gather facts feelings and opinions

Step3- Restate the problem

Step4- Identify alternate solutions

Step-5 – Evaluate alternatives

Step-6- Implement the decision

Step7- Evaluate the results

1. What if…?

2. How can we improve…?

3. How will the dept/ organization

benefit?

4. Are we forgetting anything?

5. What’s the next step?


6. What can we do better…?

7. What do you think about…?

8. What should we add?

9. What should we eliminate?

10. What other ideas do you have...?


Rules for Brainstorming:

› The more ideas the better!

› No discussion

› No idea is a bad idea

› Build on one another’s ideas

› Display all ideas


Definition : A visual picture of a group of ideas, concepts or issues.

Purpose :› Unblock our thinking.

› See an entire idea or several ideas on onesheet of paper.

› See how ideas relate to one another.

› Look at things in a new and different way.

› Look at an idea in depth.


Ability to select relevant information

Ability to summarize information

Ability to analyse social situation

Ability to generate possible solutions

Ability to evaluate options based on given criteria

Ability to plan activities to accomplish a goal

Ability to make inferences

A process that begins when one of the

parties involved in the interaction

perceives that another has frustrated or

is about to frustrate one on his needs or

concerns

Thomas, 1976

Given the potential for

real or perceived frustration

or some need

or concern,

opportunities for conflicts are

abundant

and conflicts are inevitable

Positive

functions of

conflict

Conflicts need to be

managed/ resolved

before they become

pathological and thus

destructive

Stages of Conflict

Stage 0- Feeling fine

Stage 1- Beginning of

stress

Stage 2- Escalation of

stress

Stage 3-When things

move out of control

Stage 4- Destructiveness

Compete Collaborate

Avoid Accommodate

Compromise

HI

LO

LO HI

Assertiveness

Cooperation

Conflict resolution Grid

No style is right or wrong

It is situational

Each of us have our own style

Question is---- do we need to review our

style periodically??

What information sharing is necessary to

be successful?

What capability do you need to be able

to share?

What capabilities are you missing?

What is the gap between the two?

What is the plan to close the gap?

Purpose

Gaps in information

Tacit and explicit knowledge

Collaboration

Storytelling

Images, diagrams and objects

Simulation

Self-service-

portals, emails

discussion boards

Lessons learnt-

after action reviews

Communities-

networks

Transfer of

best practices

Sharing/tfr

between teams

Groups

learning due

to common

interests

Systematic tools to

gather experience

based knowledge

Users self- serve and

locate people who

wish to share

EXPLICIT AND TACIT KNOWLEDGE

HUMAN INTERACTION

K

N

O

W

L

E

D

G

E

LO HI

TACIT

EXPLICIT

LEVEL 1-INITIATE

LEVEL2- DEVELOP

LEVEL3- STANDARDIZE

LEVEL4- OPTIMIZE

LEVEL-5- INNOVATE

AWARENESS

PRACTICE

COMMON

PROCESSES

MEASURED AND

ADAPTIVE

CIP

KNOWLEDGE MANAGEMENT MATURITY MODEL

LEVEL 1 RESULTS IN AD HOC KNOWLEDGE

LEVEL 2 RESULTS IN APPLIED KNOWLEDGE

LEVEL 3 RESULTS IN LEVERAGED

KNOWLEDGE

LEVEL 4 AND 5 RESULT IN DYNAMIC

KNOWLEDGE

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