IMS 556

Chapter 2

INTERPERSONAL COMMUNICATION
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 CONFLICT
MANANGEMENT
Introduction

O “If there were no conflicts, nothing

will ever change.”
O “If you don’t talk out your problems,
it’s like a dirty house. If you never
clean it up, filth just piles up higher
and higher.”

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 CONFLICT
MANANGEMENT
Nature of Conflict—Negative Effects

O Can Lead to Negative Feelings

O Can Hurt Other

O Can Lead to Hiding Feelings

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 CONFLICT MANANGEMENT
O Thomas Kilmann 7 styles of conflict management
ASSERTIVE
COMPETING COLLABORATIN
G
ASSERTIVENESS

COMPROMISIN
G
UNASSERTIVE

AVOIDIN ACCOMMODATIN
G G

UNCOOPERATIVE COOPERATIVE 4
COOPERATIVENES
S
 CONFLICT
MANANGEMENT
O Assertive
The extent to which the member attempts to
satisfy his or her own concerns
O Cooperative
The extent to which the member attempts to
satisfy the other’s person’s concerns.
O Competing
A power oriented mode. You want to get your
way at the other person expense
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 CONFLICT
MANANGEMENT
O Accommodating
The opposite of competing. You neglect your
own concerns in order to satisfy those of the
person. There is an element of self-sacrifice in
this mode

O Avoiding
Choosing not to address the conflict by
postponing, side stepping. You don’t pursue
your goals or those other person
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 CONFLICT
MANANGEMENT
O Collaborating
The opposite of avoiding. By collaborating you
attempt to involve
the other person to find a solution to the issue at
hand. It means
digging into the issues to find an appealing
alternative.
O Compromising
You try to find some expedient, mutually acceptable
solution that is at least somewhat satisfactory to
both of you.

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 NEGOTIATIONS
O Definition
“A process of interaction by which
two or more parties who need to
be jointly involved in an outcome,
but who initially have different
objectives, seek by the use
argument and persuasion, to
resolve their differences in order
to achieve a mutually acceptable
solution”
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 NEGOTIATIONS
O Personal negotiating skills
O Nobody is perfect, but we all have
skills upon which we can build and
imperfection s which we can do our
best to hide.
O The perfect negotiator, besides being
a quick and decisive thinker, is also an
excellent communicator and works
hard to improve necessary skills.

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 NEGOTIATIONS
O Key areas in personal negotiating
skills
O Thorough preparation
O Knowledge of the subject and process in
hand
O Express thoughts clearly
O Persuasive
O Patient

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 NEGOTIATIONS
O Thorough preparation
O Good negotiator prepare thoroughly any task and
area
O Closely analyzed, objective produced, prioritized and
compared and ‘worst case’ outcomes considered.

O Knowledge of subject and process in hand

O Need to have an expert in the area
O Other member should have a general idea on the
situation
O Sharing information and researching on the topic is
a must

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 NEGOTIATIONS
O Express thoughts clearly
O Outline a topic
O Prepared what are going to say
O Explain each one in turn
O Use simple, straightforward sentences
O Persuasive
O Clearly and confidently express your knowledge
O Made an applicable argument
O Patient
O Don’t rush
O Allow partner to review proposal
O Do not reveal your tight timetable
O Relaxed

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 NEGOTIATIONS
O Managerial negotiation
O Negotiation is an appropriate tool for compromise in
conflict resolution situations.
O Before negotiating, the manager should establish the
maximum supportable outcome (MSO) and least
acceptable outcome (LAO) to know the negotiation
range.
O Both limits must be carefully thought out so
managers can protect their best interests while
negotiating in a credible manner.
O The MSO must be one the manager can support
convincingly, and the LAO must be one the manager
can live with.

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 ASSERTIVE
O Definition
O Assertive communication is the
straightforward and open expression of
your needs, desires, thoughts and
feelings. Assertive communication
involves advocating for your own needs
while still considering and respecting the
needs of others.

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 ASSERTIVE
O Lyn Porritt 8 activates of basis assertive
communications
O Give information
O State reality
O Give praise
O Make constructive criticism
O Accept praise
O Receive criticism
O State feeling
O Confront others

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 INTERVIEWS
O Preparing the interview
O Setting up the Interview
O What questions

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 INTERVIEWS
O Preparing the interview
O Key personnel
O Setting aims and objective

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 INTERVIEWS
O Key personnel
O The system owner
O Eg: HOD, Decision makes
O Information holders
O Eg: Store manager
O System user
O Eg: factory machine operators

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 INTERVIEWS
O Setting aims and objectives
O Issue review
O Aims
O Specific objectives
O Performance criteria
O Methods
O Reviewing your performance

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 INTERVIEWS
O Setting up the interview
O The time, place
O The context
O Recording and transcription

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 INTERVIEWS
O What questions?
O Closed questions
O Open questions

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-END OF CHAPTER-

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