溝通與人際關(guān)系技巧

CommunicationandInterpersonalSkills溝通與人際關(guān)係技巧TheCommunicationProcess溝通程序ThetransferringandunderstandingofmeaningEXHIBIT12.12圖12-1

3CommunicationProcessTermsEncoding編碼TheconversionofamessageintosomesymbolicformMessage訊息TheactualphysicalproductfromthesourceChannel管道ThemediumbywhichamessagetravelsDecoding解碼Areceiver’stranslationofasender’smessageFeedback回饋Thedegreetowhichcarryingouttheworkactivitiesrequirebyajobresultsintheindividual’sobtainingdirectandclearinformationabouttheeffectivenessofhisherperformance4WrittenVersusVerbalCommunicationsWritten書面Tangible有形Verifiable可查證Morepermanent持久Moreprecise確實(shí)Morecareistakenwiththewrittenwords較為周全、具邏輯性和較清晰的比較費(fèi)時(shí)缺乏回饋Verbal口語LesssecureKnownreceiptQuickerresponseConsumeslesstimeQuickerfeedback5TheGrapevine葡萄藤Anunofficialchannelofcommunicationthatisneitherauthorizednorsupported

bytheorganization.組織中非正式的溝通方式，它既不被組織認(rèn)可，也不被組織支持，然而，資訊卻藉由口耳相傳而散佈開來。“Goodinformationpassesamongpeoplefairlyrapidly—badinformation,evenfaster!”6NonverbalCommunications非口語溝通Bodylanguage肢體語言Nonverbalcommunicationcuessuchasfacialexpressions,gestures,andotherbodymovementsVerbalintonation說話音調(diào)Anemphasisgiventowordorphrasesthatconveysmeaning7你想要表達(dá)的100%你實(shí)際表達(dá)的80%被別人聽到的60%被別人理解的40%被別人記住的20%溝通中存在的「資訊漏斗」8CommunicationBarriers溝通的障礙Filtering過濾作用Thedeliberatemanipulationofinformationtomakeitappearmorefavorabletothereceiver討好接收者而蓄意地操縱資訊。Selectiveperception選擇性認(rèn)知Selectivehearingcommunicationsbasedonone’sneeds,motivations,experience,orotherpersonalcharacteristics基於個(gè)人的需求、動(dòng)機(jī)、經(jīng)驗(yàn)、背景以及其它的人格特徵，而選擇性地聽聞。Informationoverload資訊過荷Theresultofinformationexceedingprocessingcapacity資訊數(shù)量超過處理能耐。9CommunicationBarriers(cont’d)Emotion情緒：溝通訊息時(shí)，常因個(gè)人是高興或悲傷而有不同的解釋。Jargon術(shù)語、行話TechnicallanguagethatisnotunderstoodbyoutsidersGender性別Mencommunicatetoemphasizestatusandindependence;whereaswomentalktocreateconnectionsandintimacy.Nationalculture民族文化Communicationdifferencesthatarisefromthedifferentlanguagesandnationalcultures10OvercomingBarrierstoEffectivecommunication

克服溝通的障礙UseFeedback使用回饋：檢查溝通的正確性SimplifyLanguage簡化語言：使用易了解的語言。Listenactively主動(dòng)傾聽：先仔細(xì)聽對方說的訊息，不要對訊息做不成熟的判斷、解釋，或先思考回應(yīng)什麼。ConstrainEmotions控制情緒：確定情緒穩(wěn)定，當(dāng)不穩(wěn)定時(shí)暫時(shí)停止溝通，直到平靜下來。WatchNonverbalCues注意非語言線索：注意行動(dòng)是否過度，保持語言與行動(dòng)合度。11UsingSimpleLanguage?12InformationTechnology(IT)Fax，E-mail，Voicemail語音信箱Instantmessaging(IM)即時(shí)訊息ElectronicdatainterchangeEDI電子資料交換Teleconferencing視訊會(huì)議Video-conferencingIntranets＆ExtranetsWirelesscommunications無線通訊Knowledgemanagement知識(shí)管理13面對面對談或會(huì)議電話文件書信emailweb同步************速度*******************傳播性***********互動(dòng)性*****************個(gè)人化************豐富性**************吸收及保持性****************成本**************14DevelopingInterpersonalSkills發(fā)展人際關(guān)係技巧Listeningrequires:PayingattentionInterpretingRememberingsoundstimuliActivelisteningrequires:Listeningattentively(intensely)tothespeaker.Developingempathyforwhatthespeakerissaying.Acceptingbylisteningwithoutjudgingcontent.Takingresponsibilityforcompletenessingettingthefullmeaningfromthespeaker’scommunication.15CharacteristicsofFeedback回饋的特性Positivefeedback正面回饋Ismorereadilyandaccuratelyperceivedthannegativefeedback.Isalmostalwaysaccepted,whereasnegativefeedbackoftenmeetsresistance.Negativefeedback負(fù)面回饋Ismostlikelytobeacceptedwhenitcomesfromacrediblesourceorifitisobjective.Subjectiveimpressioncarriesweightonlywhenitcomesfromapersonwithhighstatusandcredibility.16SuggestionsforEffectiveFeedbackFocusonspecificbehaviorKeepfeedbackimpersonalKeepfeedbackgoalorientedMakefeedbackwell-timedEnsureunderstandingDirectnegativefeedbacktowardsbehaviorthatthereceivercancontrolEXHIBIT12.5針對特定的行為

對事不對人目標(biāo)導(dǎo)向的回饋

適時(shí)回饋

確保了解

針對接收者所能控制的行為提出負(fù)面的回饋

17Effective

Delegation有效授權(quán)EXHIBIT12.618ContingencyFactorsinDelegation授權(quán)之權(quán)變因素EXHIBIT12.7TheSizeoftheOrganization組織大小TheImportanceoftheDutyorDecision任務(wù)或決策的重要性TaskComplexity任務(wù)複雜度OrganizationalCulture組織文化QualitiesofEmployees員工品質(zhì)19EmpowermentSkills授權(quán)的技能Notabdication非放棄職權(quán)

:ClarifyingtheexactjobtobedoneSettingtherangeofdiscretion,theexpectedlevelofperformance,andthetimeframeAllowingemployeestoparticipateInformotherthatdelegationhasoccurredEstablishingfeedbackcontrols釐清任務(wù)

指定員工負(fù)責(zé)的範(fàn)圍、預(yù)期的績效、完成時(shí)限允許員工參與

通告授權(quán)建立回饋的管道20ManagingConflict管理衝突Conflictdefined定義Perceiveddifferencesresultingininterferenceoropposition由於知覺到不相容的差異，而導(dǎo)致某種形式的干擾或?qū)αraditionalview傳統(tǒng)觀點(diǎn)Assumedthatconflictwasbadandwouldalwayshaveanegativeimpactonanorganization.Humanrelationsview人群關(guān)係觀點(diǎn)Arguedthatconflictwasanaturalandinevitableoccurrenceinallorganizations;rationalizedtheexistenceofconflictandadvocateditsacceptance.Interactionistview互動(dòng)觀點(diǎn)Encouragesmangerstomaintainongoingminimumlevelofconflictsufficienttokeeporganizationalunitsviable,self-critical,andcreative.21ManagingConflict管理衝突Functionalconflict良性衝突Conflictthatsupportsandorganization’sgoalsDysfunctionalconflict惡性衝突Conflictthatpreventsandorganizationfromachievingitsgoals22ConflictandOrganizationalPerformance衝突與績效23SourcesofConflict衝突來源Communicationdifferences溝通差異Arisingfromsemanticdifficulties,misunderstandings,andnoiseinthecommunicationchannels.Structuraldifferences結(jié)構(gòu)差異Horizontalandverticaldifferentiationcreatesproblemsofintegrationleadingtodisagreementsovergoals,decisionalternatives,performancecriteria,andresourceallocationsinorganizations.Personaldifferences個(gè)人差異Individualidiosyncrasiesandpersonalvaluesystemscreateconflicts.24DimensionsofConflict(Thomas)處理衝突的基本風(fēng)格Cooperativeness可以圖利他人以處理衝突之程度Thedegreetowhichanindividualwillattempttorectifyaconflictbysatisfyingtheotherperson’sconcerns.Assertiveness圖利自己才可平息衝突之程度Thedegreetowhichanindividualwillattempttorectifytheconflicttosatisfyhisorherownconcerns.25DimensionsofConflict(cont’d)Conflict-handlingtechniquesderivedfromThomas’cooperativeandassertivenessdimensions:Competing(assertivebutuncooperative)競爭Collaborating(assertiveandcooperative)合作Avoiding(unassertiveanduncooperative)迴避Accommodating(unassertivebutcooperative)讓步Compromising(midrangeonassertivenessandcooperativeness)妥協(xié)26ConflictManagementWhatWorksBestandWhenEXHIBIT12.10Strategy BestUsedWhenAvoidance Conflictistrivial,whenemotionsarerunninghighandtime isneededtocoolthemdown,orwhenthepotentialdisruption fromanassertiveactionoutweighsthebenefitsofresolution

Accommodation Theissueunderdisputeisn’tthatimportanttoyouorwhen youwanttobuildupcreditsforlaterissuesCompeting Youneedaquickresolutiononimportantissuesthatrequire unpopularactionstobetakenandwhencommitmentby otherstoyoursolutionisnotcriticalCompromise Conflictingpartiesareaboutequalinpower,whenitis desirabletoachieveatemporarysolutiontoacomplexissue, orwhentimepressuresdemandanexpedientsolutionCollaboration Timepressuresareminimal,whenallpartiesseriouslywanta win-winsolution,andwhentheissueistooimportanttobe compromised27處理衝突的解決之道低低高高利己之心利他之心妥協(xié)讓步當(dāng)發(fā)現(xiàn)自己堅(jiān)持有錯(cuò)時(shí)需要降低損失時(shí)當(dāng)和諧和及穩(wěn)定重要性高於一切時(shí)需要以退為進(jìn)、留個(gè)後路時(shí)當(dāng)發(fā)現(xiàn)對方的重要性較高時(shí)合作要獲得共識(shí)時(shí)為了維持雙方良好關(guān)係你的目標(biāo)只是從中學(xué)習(xí)時(shí)競爭當(dāng)問題重大且你確信你的看法正確時(shí)。對付喜歡得寸進(jìn)尺、貪得無厭的對手。需要快速作出重大行動(dòng)時(shí)。迴避問題不重要時(shí)已經(jīng)知道自己沒有機(jī)會(huì)獲利需要冷卻情緒時(shí)當(dāng)別人可以幫你處理得更好時(shí)當(dāng)你需要再收集資訊時(shí)28什麼時(shí)候該妥協(xié)compromising？當(dāng)整體目標(biāo)高於一切，且不值得為衝突撕裂關(guān)係時(shí)面臨時(shí)間壓力時(shí)，較折中的解決辦法衝突可以因而獲得暫時(shí)解決時(shí)作為合作及競爭策略失敗的備援策略29StimulatingConflict刺激衝突Conveytoemployeesthemessagethatconflicthasitslegitimateplace.Usehot-buttoncommunicationswhilemaintainingplausibledeniability.Issueambiguousorthreateningmessages.Centralizedecisions,realignworkgroups,increaseformalizationandinterdependenciesbetweenunits.Appointadevil’sadvocatetopurposelypresentargumentsthatruncountertothoseproposedbythemajorityoragainstcurrentpractices.30Negotiation協(xié)商談判Negotiationdefined定義Aprocessinwhichtwoormorepartieswhohavedifferentpreferencemustmakeajointd