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 Part I- interpersonal communications at
the workplace
 Part II- Confronting problems
 Part III- Management of Conflict...
“Man is born free but he is
everywhere in chains”
Jean Jacques Rousseau
Optimist International 5
Optimist International 6
 Introductions
 Third party introductions
 Paying compliments
 Small Talk
 Handling difficult questions
 Handling aw...
8
Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72.
External
Informatio...
9
 One of the most important tools of
manager communication – both to
employees and to customers
 Listening = skill of r...
10
 Listen actively
 Find areas of interest
 Resist distractions
 Capitalize on the fact
that thought is faster
tan sp...
 Stormy
 Cold
 Sunny
 Warm
Defensive
 Evaluation
 Control
 Strategy
 Neutrality
 Superiority
 Certainly
 Supportive
 Descriptive
 Problem or...
Mental blocks are
reasons (attitudes)
why we don’t
“think something
different.”
Optimist International 13
1. The _______ answer.
2. That’s not _________.
3. __________ the rules.
4. Be ______________.
5. ________ is frivolous.
O...
 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...
 Audiences
 Messages to be conveyed
 Impact desired
 Channels of communication
 Time lines
 Additional resources req...
 Introductions
 Listening- showing interest in people
 Communicating feelings
 Dealing with anger/ hostility/conflicts...
 What is CPS?
 CPS process
 Brainstorming
 Mind Mapping
What Are The Three Greatest Problems /
Opportunities Your department/organization
currently Facing?
Optimist International...
“Creative problem solving is - looking at
the same thing as everyone else and
thinking something different.”
Optimist Inte...
 Step1 State what appears to be the
problem
 Step2- Gather facts feelings and opinions
 Step3- Restate the problem
 St...
1. What if…?
2. How can we improve…?
3. How will the dept/ organization
benefit?
4. Are we forgetting anything?
5. What’s ...
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...
Rules for Brainstorming:
› The more ideas the better!
› No discussion
› No idea is a bad idea
› Build on one another’s ide...
 Definition : A visual picture of a group of
ideas, concepts or issues.
 Purpose :
› Unblock our thinking.
› See an enti...
 Ability to select relevant information
 Ability to summarize information
 Ability to analyse social situation
 Abilit...
 A process that begins when one of the
parties involved in the interaction
perceives that another has frustrated or
is ab...
Given the potential for
real or perceived frustration
or some need
or concern,
opportunities for conflicts are
abundant
an...
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 thing...
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 ou...
 What information sharing is necessary to
be successful?
 What capability do you need to be able
to share?
 What capabi...
 Purpose
 Gaps in information
 Tacit and explicit knowledge
 Collaboration
 Storytelling
 Images, diagrams and objec...
Self-service-
portals, emails
discussion boards
Lessons learnt-
after action reviews
Communities-
networks
Transfer of
bes...
LEVEL 1-INITIATE
LEVEL2- DEVELOP
LEVEL3- STANDARDIZE
LEVEL4- OPTIMIZE
LEVEL-5- INNOVATE
AWARENESS
PRACTICE
COMMON
PROCESSE...
 LEVEL 1 RESULTS IN AD HOC KNOWLEDGE
 LEVEL 2 RESULTS IN APPLIED KNOWLEDGE
 LEVEL 3 RESULTS IN LEVERAGED
KNOWLEDGE
 LE...
Ek aur ek gyarah 2
Ek aur ek gyarah 2
Ek aur ek gyarah 2
Ek aur ek gyarah 2
Ek aur ek gyarah 2
Ek aur ek gyarah 2
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Ek aur ek gyarah 2

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Ek aur ek gyarah 2

  1. 1.  Part I- interpersonal communications at the workplace  Part II- Confronting problems  Part III- Management of Conflict  Part IV- Sharing Information
  2. 2. “Man is born free but he is everywhere in chains” Jean Jacques Rousseau
  3. 3. Optimist International 5
  4. 4. Optimist International 6
  5. 5.  Introductions  Third party introductions  Paying compliments  Small Talk  Handling difficult questions  Handling awkward lulls
  6. 6. 8 Source: Adapted from Henry Mintzberg, The Nature Of Managerial Work(New York:Harper & Row, 1973),72. External Information Internal Information Manager as Communication Champion Purpose-Directed Direct attention to vision, values, desired outcomes Influence employee behavior Strategic Conversations Open communication Listening Dialogue Feedback Methods Rich channels Upward, downward, & horizontal channels Nonverbal communication Personal networks
  7. 7. 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
  8. 8. 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
  9. 9.  Stormy  Cold  Sunny  Warm
  10. 10. Defensive  Evaluation  Control  Strategy  Neutrality  Superiority  Certainly  Supportive  Descriptive  Problem orientation  Spontaneity  Empathy  Equality  Provisionalism
  11. 11. Mental blocks are reasons (attitudes) why we don’t “think something different.” Optimist International 13
  12. 12. 1. The _______ answer. 2. That’s not _________. 3. __________ the rules. 4. Be ______________. 5. ________ is frivolous. Optimist International 14 6. That’s not my _____. 7. ________ ambiguity. 8. Don’t be _________. 9. __________is wrong. 10. I’m not __________.
  13. 13.  What?  Why?  When?  Where?  How?
  14. 14.  Organization- reviewed annually  Major projects  Major announcements  Big events  Opening a new premise/building
  15. 15.  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
  16. 16.  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
  17. 17.  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
  18. 18.  What is CPS?  CPS process  Brainstorming  Mind Mapping
  19. 19. What Are The Three Greatest Problems / Opportunities Your department/organization currently Facing? Optimist International 22
  20. 20. “Creative problem solving is - looking at the same thing as everyone else and thinking something different.” Optimist International 23 Adapted from a famous quote from a former Nobel prize winner, Albert Szent-Gyorgi.
  21. 21.  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
  22. 22. 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? Optimist International 25
  23. 23. 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...? Optimist International 26
  24. 24. 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 Optimist International 27
  25. 25.  Definition : A visual picture of a group of ideas, concepts or issues.  Purpose : › Unblock our thinking. › See an entire idea or several ideas on one sheet of paper. › See how ideas relate to one another. › Look at things in a new and different way. › Look at an idea in depth. Optimist International 28
  26. 26.  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
  27. 27.  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
  28. 28. Given the potential for real or perceived frustration or some need or concern, opportunities for conflicts are abundant and conflicts are inevitable
  29. 29. Positive functions of conflict
  30. 30. Conflicts need to be managed/ resolved before they become pathological and thus destructive
  31. 31. 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
  32. 32. Compete Collaborate Avoid Accommodate Compromise HI LO LO HI Assertiveness Cooperation Conflict resolution Grid
  33. 33.  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??
  34. 34.  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?
  35. 35.  Purpose  Gaps in information  Tacit and explicit knowledge  Collaboration  Storytelling  Images, diagrams and objects  Simulation
  36. 36. 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
  37. 37. LEVEL 1-INITIATE LEVEL2- DEVELOP LEVEL3- STANDARDIZE LEVEL4- OPTIMIZE LEVEL-5- INNOVATE AWARENESS PRACTICE COMMON PROCESSES MEASURED AND ADAPTIVE CIP KNOWLEDGE MANAGEMENT MATURITY MODEL
  38. 38.  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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