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Interpersonal Styles

Interpersonal Styles. Interpersonal Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern.

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Interpersonal Styles

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  1. Interpersonal Styles Interpersonal Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Qualifiers (“maybe,” “kind of” ); Fillers (“uh,” “you know,” “well”); Negaters (“it’s really not that important,” “I’m not sure”). Little eye contact; Downward glances; Slumped postures; Constantly shifting weight; Wringing hands; Weak or whiny voice. Encouraging others to take advantage of us; Inhibited; Self-denying. Passive

  2. Interpersonal Styles (continued) Interpersonal Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Swear words and abusive language; Attributions and evaluations of others’ behavior; Sexist or racists terms; Explicit threats or put-downs. Glaring eye contact; Moving or leaning too close; Threatening gestures (pointing finger; clenched fist); Loud Voice; Frequent interruptions. Taking advantage of others; Expressive and self-enhancing at others’ expense. Aggressive

  3. Interpersonal Styles (continued) Interpersonal Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Direct and unambiguous language; No attributions or evaluations of others’ behavior; Use of “I” statements and cooperative “we” statements. Good eye contact; Comfortable but firm posture; Strong, steady and audible voice; Facial expressions matched to message; Appropriately serious tone; Selective interruptions to ensure understanding. Pushing hard without attacking; permits others to influence outcome; expressive and self-enhancing without intruding on others. Assertive

  4. Types of Conflict • Interpersonal Conflict:between individuals. • Intragroup Conflict:occurs within a group or team. • Intergroup Conflict:occurs between 2 or more teams or groups. • InterorganizationalConflict:occurs between organizations.

  5. Team Conflict • Affective (Relationship) Conflict • emotional, personal disagreements • associated with decreased team performance • Cognitive (Constructive) Conflict • focuses on problems and issues • associated with improved team performance

  6. Major Causes of Conflict • Scarce resources • Jurisdictional ambiguities • Communication problems • Personality clashes • Goal differences

  7. Styles to Handle Conflict Assertive Competing (Forcing) Collaborating (Problem Solving) Assertiveness Compromising Avoiding Accommodating (Yielding) Unassertive Uncooperative Cooperative Cooperativeness

  8. Deciding How to React to Conflict • Assess importance of the issue • Consider your ability/power • Predict other party’s likely reaction and ability/power • Consider long-term effects as well as short-term

  9. Manager Responses to Resolve Conflicts Among Subordinates • Focus on Super-ordinate goals • Bargaining/Negotiation • Mediation • Team Member Rotation • Providing well-defined tasks • Separate opponents • Change Personnel

  10. Interorganizational Relationships FrameworkOrg. Similarity & Org. Relationship

  11. Population Ecology • How Similar (in same industry) Orgs. Compete • Evolutionary terminology: “survival of the fittest” • Difficult for existing orgs. to change • Major environmental changes lead to new forms of orgs. • Compete by: • Performing well • Choosing niches • Hostile takeovers

  12. Resource Dependence • How Dissimilar Orgs. Compete • e.g., Vendors and Customers (Supply Chain Relationships) • Struggle to reduce dependence on other organizations for scarce resources • Try to find ways of influencing these organizations to make resources available • e.g., Wal-Mart • e.g., Hostile takeovers

  13. Institutionalism • How Similar Orgs. Cooperate • Joint Ventures • Mergers • Cartels (association of firms that agree to coordinate activities) • Collusion (secret agreement to share information)

  14. Collaborative Networks • How Dissimilar Orgs. Cooperate • Supply chain relationships • Joint Ventures • Holding stock in one another • Interlocking directorates • Mergers

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