Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Influencing skills - Getting results without direct authorityThomas Petite
This document summarizes a training course on influence skills. The course teaches professionals how to achieve results without direct authority by influencing others. It covers topics like defining desired outcomes, gaining commitment, dealing with resistance, and handling challenging behaviors. The course uses activities, videos and assessments to help participants develop specific influencing behaviors and strategies to modify their approach based on the situation. The goal is for participants to expand their toolbox of influencing options.
The document provides an overview of a session on influencing skills, including why these skills are useful, different styles and techniques for influencing others, and practical strategies. It discusses knowing your own style and power bases, understanding other perspectives, listening actively, finding common ground, and allowing others to contribute to solutions. The session includes an exercise where participants outline an influencing scenario and plan to get feedback from others.
If you want to take your influencing skills to the next level, email me:
alanbarker830@btinternet.com
This set of slides summarizes my approach to influencing skills as a trainer and coach. Sources of the main ideas are given.
Influencing without authority slide deckJaimon Jacob
This document provides an overview of influencing others without direct authority. It begins with introducing the purpose of influence and identifying barriers to influencing others, such as power differentials, conflicting goals, and lack of knowledge. It then presents a six-step model for overcoming these barriers: 1) assume all are potential allies, 2) clarify your goals, 3) understand others' perspectives, 4) identify relevant incentives, 5) build relationships, and 6) use give-and-take to influence. The document demonstrates this model through a case study example and references additional resources on the topic of influence.
This document describes a training course on influencing others. The course teaches participants that influencing is broader than persuasion and involves understanding context, assessing receptivity, and applying different tactics. The training includes assessments to help participants identify their influencing approaches and strategies to increase success. The target audience is middle managers and individual contributors who work cross-functionally. The course is 1 day and includes exercises, examples, and tools to help participants influence others.
This document provides an overview of mediation, consensus building, and facilitation techniques for resolving land use disputes. It discusses key concepts such as identifying parties' interests rather than positions, maintaining mediator neutrality, and selecting an appropriate engagement process. Communication best practices are outlined for understanding different perspectives. Sources of land use conflicts and orientation styles are also covered. The document aims to equip land use planners with conflict resolution skills for their work.
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Influencing skills - Getting results without direct authorityThomas Petite
This document summarizes a training course on influence skills. The course teaches professionals how to achieve results without direct authority by influencing others. It covers topics like defining desired outcomes, gaining commitment, dealing with resistance, and handling challenging behaviors. The course uses activities, videos and assessments to help participants develop specific influencing behaviors and strategies to modify their approach based on the situation. The goal is for participants to expand their toolbox of influencing options.
The document provides an overview of a session on influencing skills, including why these skills are useful, different styles and techniques for influencing others, and practical strategies. It discusses knowing your own style and power bases, understanding other perspectives, listening actively, finding common ground, and allowing others to contribute to solutions. The session includes an exercise where participants outline an influencing scenario and plan to get feedback from others.
If you want to take your influencing skills to the next level, email me:
alanbarker830@btinternet.com
This set of slides summarizes my approach to influencing skills as a trainer and coach. Sources of the main ideas are given.
Influencing without authority slide deckJaimon Jacob
This document provides an overview of influencing others without direct authority. It begins with introducing the purpose of influence and identifying barriers to influencing others, such as power differentials, conflicting goals, and lack of knowledge. It then presents a six-step model for overcoming these barriers: 1) assume all are potential allies, 2) clarify your goals, 3) understand others' perspectives, 4) identify relevant incentives, 5) build relationships, and 6) use give-and-take to influence. The document demonstrates this model through a case study example and references additional resources on the topic of influence.
This document describes a training course on influencing others. The course teaches participants that influencing is broader than persuasion and involves understanding context, assessing receptivity, and applying different tactics. The training includes assessments to help participants identify their influencing approaches and strategies to increase success. The target audience is middle managers and individual contributors who work cross-functionally. The course is 1 day and includes exercises, examples, and tools to help participants influence others.
This document provides an overview of mediation, consensus building, and facilitation techniques for resolving land use disputes. It discusses key concepts such as identifying parties' interests rather than positions, maintaining mediator neutrality, and selecting an appropriate engagement process. Communication best practices are outlined for understanding different perspectives. Sources of land use conflicts and orientation styles are also covered. The document aims to equip land use planners with conflict resolution skills for their work.
This document discusses the elements of trust in relationships. It states that trust is made up of credibility, reliability, and emotional connection. It defines credibility as having believability and technical expertise. Reliability means doing what you say you will do and adapting to understand others. Emotional connection involves being vulnerable and focusing on the other person rather than yourself.
The document discusses various influencing skills and techniques. It covers topics like persuasion, compliance, propaganda, and resisting influence. Some key persuasion skills discussed include ingratiation, sequential requests like the door-in-the-face technique, rational persuasion using logical arguments, consultation to seek participation, inspirational appeals, coalition tactics, and exchange tactics. It also discusses establishing authority and pressure tactics for compliance, as well as resisting different influence approaches with counter-reasoning or defending your rights.
Is your nonprofit fundraising and development effort feel "underdeveloped"? Geared to nonprofit development directors, board members, executive directors and volunteers. Learn 5 key insights to launch your charity into a new experience of fundraising success.
Here are two ideas I can deploy from the document:
1. Create an effective elevator speech using the Premise-Pain-People-Proof-Purpose structure to influence others and effectively network.
2. Influence others using the principle of consistency by ensuring my words, beliefs, attitudes and actions align so that I appear consistent and trustworthy.
This document discusses six principles of influence identified by Robert Cialdini: reciprocity, scarcity, authority, consistency, liking, and consensus. It provides examples of how each principle works and ways they can be utilized, such as using scarcity to create a sense of urgency, highlighting authority figures who endorse an idea, and appealing to consensus to make people feel safe in agreeing with the majority. The document also offers additional tips for influencing others, such as supporting ideas with data, communicating viewpoints directly and convincingly, and developing informal channels of influence through casual conversations.
Authentic influencing is about creating results by going knowing and using your own values within the influencing framework. It is also about easy to use tools that can be used in any given influencing situation.
This document discusses identifying and categorizing resistance to organizational change. It defines resistance as the emotional upheaval people experience in response to imposed changes. Resistance can take many forms, from explicit attempts to discredit the change to more subtle behaviors like evasion, deception, or denial. The document provides examples of different types of resisting behaviors and cautions that not all opposing views necessarily indicate resistance; some stakeholder positions may be legitimate. It emphasizes that the challenge for change leaders is to have authentic dialogues to understand resistance.
This document discusses different levels of collaboration: functional, positional, and mutual. Functional collaboration is transactional without emotional investment. Positional relationships involve competing agendas and a focus on being right rather than problem solving. Mutual collaboration involves transparency, shared power, and risk-taking that allows conflicts to fuel creativity. Crossing from positional to mutual relationships requires vulnerability, which is difficult but can unlock high performance. Behaviors that foster mutual relationships include deep listening, sharing needs and values, expressing feelings without judgment, and embracing conflict creatively.
Convincing the bear - Influence without authority
After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying “Michael there’s a bear here, it is on this side of the lake”. And there he was, a ‘young’ 200 Pound Grizzly no more than 10 feet away… Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization – both have their own agenda, and will have you for lunch if they think it serves their interests and appetites.
In this presentation we learn best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority?
After Michael’s presentation you will be able to:
• Use your personal power to lead and influence without authority
• Align your leadership with the team situation
• Make individual adjustments to influence through difficult project and business situations
There are four key elements to effective persuasion: credibility, understanding your audience, ensuring your argument is concrete, and having strong communication skills. Credibility involves trust and expertise. Understanding your audience means identifying decision makers and their agendas. Ensuring your argument is concrete means making it logical, emotional, addressing interests, neutralizing alternatives, and considering politics. Effective communication appeals to both emotions and logic to build commitment.
Influence is the power to have an important effect on someone or something. If someone influences someone else, they are changing a person or thing in an indirect but important way.
Attaining Justice often means influencing others to change what they do. But what if it's your boss, or don't want to listen? Positively influencing others is about using your personal power to engage others, make a difference, and sustain and even build the relationship you have.
These are the slides from a presentation given on 10/5/14 for ELTAU, looking at persuasive language and techniques which can be used across a number of industries, including language training and communication services.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Influencing Skills" and will show you how to use influencing skills at work.
As part of its service to members, engineers and professionals in technical industries worldwide, the Institution of Mechanical Engineers host a series of free training webinars.
This presentation was from the second in a three part series of webinars on influencing. This webinar focuses on how engineers can communicate and influence others by first understanding yourself and your own style.
People can influence others through logical, emotional, and cooperative appeals. Logical appeals use facts and data to persuade others. Emotional appeals connect ideas to individual values and feelings. Cooperative appeals involve collaboration and working together towards mutual goals. Influencing others effectively requires understanding human psychology and motivations. Research has identified six universal principles that guide decision making: reciprocation, scarcity, authority, consistency, liking, and social proof. Mastering influence requires applying these principles strategically and developing skills like building relationships and demonstrating expertise.
This document discusses principles of developing influence and relationships to increase sales. It provides 3 key principles: 1) Help others get what they want to get what you want, 2) Focus on quality over quantity of relationships, and 3) Focus on follow up and follow through. It then discusses evaluating your current network, finding resources, developing referral partners, and increasing sales by stopping wasting time with the wrong people. Overall, the document provides guidance on developing a strong network and center of influence to improve sales.
4 TRUTHS About Resolving Conflict in Your BusinessTRISH BLAKE
This document discusses 4 truths about resolving conflict in business. It begins by outlining the 4 truths: 1) You cannot ignore conflict, 2) Conflict arises from unmet expectations, 3) Conflict involves different levels of values or "cares", and 4) The intentions of the other party are usually not evil. It then expands on each truth, providing examples and suggestions for addressing conflict constructively, such as being curious about different perspectives, focusing on interests rather than positions, and modeling a resolution culture with transparency and integrity. Overall, the document advocates for directly engaging with conflict in order to resolve it, rather than ignoring or avoiding the issues.
Chapter 7 beginning, maintaining and ending relationshipvanthorn
This document outlines the key stages in beginning, maintaining, and ending relationships according to Chapter 7 of an Interpersonal Communication course. It discusses how culture influences relationships and defines the three stages of relationships. For each stage, it provides details on initiation, factors that affect attraction, self-disclosure, compliance gaining, dealing with differences in communication styles, and strategies for ending relationships. Alternative models for examining relationship stages and the link between communication and stages are also summarized.
This document discusses factors that influence relationship formation and models of relational dynamics. It describes how appearance, similarity, complementarity, reciprocal attraction, competence, disclosure, proximity, and rewards all influence why people form relationships. It then outlines Mark Knapp's developmental model of relationships, which identifies 10 stages of relationships from initiating to terminating. The stages include experimenting, intensifying, integrating, bonding, differentiating, circumscribing, stagnating, avoiding, and terminating. Relationships are constantly changing and rarely stable for long periods as partners move through these stages.
This document discusses the elements of trust in relationships. It states that trust is made up of credibility, reliability, and emotional connection. It defines credibility as having believability and technical expertise. Reliability means doing what you say you will do and adapting to understand others. Emotional connection involves being vulnerable and focusing on the other person rather than yourself.
The document discusses various influencing skills and techniques. It covers topics like persuasion, compliance, propaganda, and resisting influence. Some key persuasion skills discussed include ingratiation, sequential requests like the door-in-the-face technique, rational persuasion using logical arguments, consultation to seek participation, inspirational appeals, coalition tactics, and exchange tactics. It also discusses establishing authority and pressure tactics for compliance, as well as resisting different influence approaches with counter-reasoning or defending your rights.
Is your nonprofit fundraising and development effort feel "underdeveloped"? Geared to nonprofit development directors, board members, executive directors and volunteers. Learn 5 key insights to launch your charity into a new experience of fundraising success.
Here are two ideas I can deploy from the document:
1. Create an effective elevator speech using the Premise-Pain-People-Proof-Purpose structure to influence others and effectively network.
2. Influence others using the principle of consistency by ensuring my words, beliefs, attitudes and actions align so that I appear consistent and trustworthy.
This document discusses six principles of influence identified by Robert Cialdini: reciprocity, scarcity, authority, consistency, liking, and consensus. It provides examples of how each principle works and ways they can be utilized, such as using scarcity to create a sense of urgency, highlighting authority figures who endorse an idea, and appealing to consensus to make people feel safe in agreeing with the majority. The document also offers additional tips for influencing others, such as supporting ideas with data, communicating viewpoints directly and convincingly, and developing informal channels of influence through casual conversations.
Authentic influencing is about creating results by going knowing and using your own values within the influencing framework. It is also about easy to use tools that can be used in any given influencing situation.
This document discusses identifying and categorizing resistance to organizational change. It defines resistance as the emotional upheaval people experience in response to imposed changes. Resistance can take many forms, from explicit attempts to discredit the change to more subtle behaviors like evasion, deception, or denial. The document provides examples of different types of resisting behaviors and cautions that not all opposing views necessarily indicate resistance; some stakeholder positions may be legitimate. It emphasizes that the challenge for change leaders is to have authentic dialogues to understand resistance.
This document discusses different levels of collaboration: functional, positional, and mutual. Functional collaboration is transactional without emotional investment. Positional relationships involve competing agendas and a focus on being right rather than problem solving. Mutual collaboration involves transparency, shared power, and risk-taking that allows conflicts to fuel creativity. Crossing from positional to mutual relationships requires vulnerability, which is difficult but can unlock high performance. Behaviors that foster mutual relationships include deep listening, sharing needs and values, expressing feelings without judgment, and embracing conflict creatively.
Convincing the bear - Influence without authority
After hiking towards a glacier in Denali National Park Alaska, we were making camp near a small lake. Suddenly I heard my friend saying “Michael there’s a bear here, it is on this side of the lake”. And there he was, a ‘young’ 200 Pound Grizzly no more than 10 feet away… Influencing a bear in the Alaskan outback is quite similar to handling the bears or rather stakeholders of the modern organization – both have their own agenda, and will have you for lunch if they think it serves their interests and appetites.
In this presentation we learn best practices for leading and influencing without authority, including the three essentials model: stakeholder leadership, team orientation and individual adjustment. Do you have the proper toolset to influence the bears when you lack the authority?
After Michael’s presentation you will be able to:
• Use your personal power to lead and influence without authority
• Align your leadership with the team situation
• Make individual adjustments to influence through difficult project and business situations
There are four key elements to effective persuasion: credibility, understanding your audience, ensuring your argument is concrete, and having strong communication skills. Credibility involves trust and expertise. Understanding your audience means identifying decision makers and their agendas. Ensuring your argument is concrete means making it logical, emotional, addressing interests, neutralizing alternatives, and considering politics. Effective communication appeals to both emotions and logic to build commitment.
Influence is the power to have an important effect on someone or something. If someone influences someone else, they are changing a person or thing in an indirect but important way.
Attaining Justice often means influencing others to change what they do. But what if it's your boss, or don't want to listen? Positively influencing others is about using your personal power to engage others, make a difference, and sustain and even build the relationship you have.
These are the slides from a presentation given on 10/5/14 for ELTAU, looking at persuasive language and techniques which can be used across a number of industries, including language training and communication services.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Influencing Skills" and will show you how to use influencing skills at work.
As part of its service to members, engineers and professionals in technical industries worldwide, the Institution of Mechanical Engineers host a series of free training webinars.
This presentation was from the second in a three part series of webinars on influencing. This webinar focuses on how engineers can communicate and influence others by first understanding yourself and your own style.
People can influence others through logical, emotional, and cooperative appeals. Logical appeals use facts and data to persuade others. Emotional appeals connect ideas to individual values and feelings. Cooperative appeals involve collaboration and working together towards mutual goals. Influencing others effectively requires understanding human psychology and motivations. Research has identified six universal principles that guide decision making: reciprocation, scarcity, authority, consistency, liking, and social proof. Mastering influence requires applying these principles strategically and developing skills like building relationships and demonstrating expertise.
This document discusses principles of developing influence and relationships to increase sales. It provides 3 key principles: 1) Help others get what they want to get what you want, 2) Focus on quality over quantity of relationships, and 3) Focus on follow up and follow through. It then discusses evaluating your current network, finding resources, developing referral partners, and increasing sales by stopping wasting time with the wrong people. Overall, the document provides guidance on developing a strong network and center of influence to improve sales.
4 TRUTHS About Resolving Conflict in Your BusinessTRISH BLAKE
This document discusses 4 truths about resolving conflict in business. It begins by outlining the 4 truths: 1) You cannot ignore conflict, 2) Conflict arises from unmet expectations, 3) Conflict involves different levels of values or "cares", and 4) The intentions of the other party are usually not evil. It then expands on each truth, providing examples and suggestions for addressing conflict constructively, such as being curious about different perspectives, focusing on interests rather than positions, and modeling a resolution culture with transparency and integrity. Overall, the document advocates for directly engaging with conflict in order to resolve it, rather than ignoring or avoiding the issues.
Chapter 7 beginning, maintaining and ending relationshipvanthorn
This document outlines the key stages in beginning, maintaining, and ending relationships according to Chapter 7 of an Interpersonal Communication course. It discusses how culture influences relationships and defines the three stages of relationships. For each stage, it provides details on initiation, factors that affect attraction, self-disclosure, compliance gaining, dealing with differences in communication styles, and strategies for ending relationships. Alternative models for examining relationship stages and the link between communication and stages are also summarized.
This document discusses factors that influence relationship formation and models of relational dynamics. It describes how appearance, similarity, complementarity, reciprocal attraction, competence, disclosure, proximity, and rewards all influence why people form relationships. It then outlines Mark Knapp's developmental model of relationships, which identifies 10 stages of relationships from initiating to terminating. The stages include experimenting, intensifying, integrating, bonding, differentiating, circumscribing, stagnating, avoiding, and terminating. Relationships are constantly changing and rarely stable for long periods as partners move through these stages.
The document discusses interpersonal relationships, which involve social connections between two or more people. Interpersonal relationships can range from casual acquaintances to intimate relationships between friends, family members or romantic partners. The stages of interpersonal relationships typically involve initial contact, involvement, intimacy and potential deterioration. Effective communication is important for maintaining relationships, as over 90% of failed relationships result from a lack of honest communication.
This document discusses building effective interpersonal relationships within teams. It defines a team as a group working together for a common purpose that develops synergy. Characteristics of effective teams include shared goals, commitment from members, participation, shared authority and accountability. Team building is developing teamwork through activities that motivate employees to work as a cohesive unit and achieve goals together. Maintaining interpersonal relationships through open communication, trust and cooperation helps improve team performance.
The document discusses interpersonal relationships in nursing. It states that interpersonal relationships are the basis of nursing practice and are key to enabling health professionals to provide care. It identifies important relationships for nurses, including those with patients, patients' families, physicians, administrators, supervisors, educators, other nurses, and nursing students. Elements of strong interpersonal relationships include rapport, trust, caring, respect, genuineness, and empathy. Therapeutic relationships between nurses and patients involve four phases: pre-interaction, orientation, working, and termination. Developing strong interpersonal skills is important for nurses to effectively help and promote patient health.
This document discusses interpersonal relationships, including their definition, importance, types, phases of development, and barriers. Interpersonal relationships refer to social and emotional interactions between two or more individuals and are important for personal growth, enjoyment, security, and identity. The main types include friendship, family, professional relationships, love, and marriage. Relationships develop through phases of orientation, identification, exploitation, and resolution. Barriers to strong interpersonal relationships can be situational like distance or time, personal like insecurity or poor communication, or sociocultural like differences in culture, language, or social groups.
This document discusses interpersonal skills and relationships. It covers Knapp's models of relationship escalation and termination. It also discusses conflict in relationships, including what causes conflict and individual and formal approaches to dealing with conflict such as principles of negotiation, negotiation techniques, arbitration, litigation and mediation.
Chapter 6 And 7: Interpersonal Communication and SkillsAndi Narvaez
Presentation created for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
1. Budgeting is an important tool for companies to plan and simulate financial outcomes for the upcoming year. It helps identify risks, opportunities, and strategies through developing objectives, assumptions, and calculations.
2. Common reasons for ineffective budgets include it being a top-down exercise with little value, lack of monitoring, and failure to link the budget to daily operations and performance.
3. The budgeting process involves determining objectives and assumptions, outlining strategies to meet targets within constraints, and developing the methodology and calculations to project sales, costs, expenses, and profits.
The document summarizes key points from a negotiation workshop. It discusses position-based versus principle-based negotiation. Position-based negotiation involves locking into positions and damages relationships, while principle-based negotiation separates people from problems, focuses on interests not positions, invents options for mutual gain, and uses objective criteria. The workshop agenda covers these negotiation approaches and tactics for single and multiple issue negotiations like determining BATNA, assessing interests, and sequencing concessions.
The document outlines an agenda for a negotiation workshop. It discusses two approaches to negotiation: position-based negotiation and principle-based negotiation. Position-based negotiation involves locking into a position and can damage relationships, while principle-based negotiation focuses on interests, not positions, inventing options for mutual gain, and using objective criteria. The workshop then provides examples of strategies and tactics for single-issue and multiple-issue negotiations.
How your sales professionals can gain the confidence and skills to engage in higher-stakes dialogues to advance alignment and drive momentum?
This presentation will cover:
1. How to guide and assert thinking to clarify and strengthen the customer’s case for change
2. How to raise risk to preempt late-stage concerns and address stalls or delays
3. How to align stakeholders by understanding and resolving areas of internal misalignment
4. How to uptier to senior-level stakeholders
Analysis Prioritisation COmmunication - Day TenReuben Ray
This document discusses various aspects of communication and collaboration. It covers topics like non-verbal communication, terminology used in negotiation, causes of conflict, and strategies for dealing with conflict. It also discusses principles of effective negotiation like focusing on interests not positions, improving communication, and reasoning from first principles rather than by analogy. The power of collaboration to build trust, improve discipline, lower friction and resistance is highlighted. Effective collaboration requires aligning teams through trust to execute projects and ambitions.
Negotiation skills and conflict resolution are important topics discussed in the document. It begins by defining conflict and describing the various types that can occur within organizations, including those stemming from incompatible goals, differing interpretations of facts, and behavioral expectations. The document then examines the traditional, interactionist, and resolution-focused views of conflict. It outlines the stages of the conflict process, including potential opposition, cognition and personalization, intentions, behaviors, and outcomes. Functional and dysfunctional outcomes are also distinguished. The remainder of the document provides examples of intra-personal, intra-organizational, and inter-organizational conflicts, as well as strategies for managing conflict effectively and resolving disputes productively.
An ultimate view on all relative Aspects of NegotiationHR Mukul Gupta
This document discusses various concepts and types of negotiation. It begins by defining negotiation as a discussion between two or more parties that aims to find agreement through compromise or mutual adjustment. The document notes that negotiation includes both integrative and distributive styles. Integrative negotiation is a cooperative process where parties find mutually beneficial solutions, while distributive negotiation involves bargaining over fixed resources in a win-lose manner. The document provides characteristics of negotiation and explores planning, strategies, and tactics used in different negotiation types and styles.
The document discusses budgeting and the budgeting process. It begins by explaining the need for budgets and reasons why budgets may be ineffective. It then outlines the typical budgeting process, including setting objectives and assumptions, developing strategies to meet targets within any constraints, and calculating the budget. The importance of linking the budget to daily operations and performance is emphasized.
The document discusses cross-cultural negotiations and conflict resolution. It defines negotiation and outlines the basic negotiation process. Culture influences negotiations in areas like consensus building, competitiveness, and perception of the process. Situational factors and verbal/nonverbal tactics also impact negotiations. Low-context and high-context cultures differ in their communication styles, expectations, and approaches to conflict. Understanding these cultural dynamics and being adaptable is important for successful cross-cultural negotiations.
In this Slideshare, Richardson discusses how your sales professionals can gain the confidence and skills to engage in higher-stakes dialogues to advance alignment and drive momentum.
The document discusses various sources and types of conflict that can occur between individuals and within organizations. It provides strategies for resolving conflict, including avoiding confrontation, compromising to find a middle ground, and collaborating to find a mutually agreeable solution where all parties achieve their basic goals. The best approaches aim to recognize the legitimate needs of all parties and promote mutual understanding through open communication and cooperation.
The document discusses negotiation skills and conflict management. It describes the negotiation process as having 5 stages: planning and preparation, relationship building, information exchange, persuasion attempts, and concessions/agreement. It also discusses setting negotiation strategies, different types of negotiations like haggling and bargaining, and resolving conflicts through various techniques like problem solving, compromise, and altering organizational structures. Non-verbal communication cues that can provide insights during negotiations are also outlined.
This document discusses sources and types of conflict that can occur in organizations. It identifies several common sources of conflict including incompatible goals between departments, differentiation between employees, interdependence of work, scarce resources, ambiguous rules, and poor communication. It then examines five styles for handling interpersonal conflict: problem-solving, forcing, avoiding, yielding, and compromising. Finally, it encourages considering different conflict styles depending on the situation and viewing conflict as an opportunity rather than just a problem.
This document outlines a four step method for positional bargaining in negotiations: 1) Prepare by identifying objectives, information, concessions, and strategy. 2) Argue positions to signal willingness to move. 3) Propose packages linking issues. 4) Bargain by making demands and signaling what is possible if conditions are met, keeping issues linked until agreement is reached. The goal is to use a simple and flexible strategy, make reasoned arguments, and get the other side to accept your proposed agreement.
The annual general body meeting of the PMI Chennai chapter discussed reasons why projects fail and how to manage projects successfully. Common reasons for project failure included a weak business case, poor planning, and an inability to manage schedule, budget, and scope. The meeting also emphasized developing leadership skills like communication, negotiation, and change management. Conflict management techniques like avoidance, domination, and negotiation were reviewed. Lastly, the importance of managing change to help organizations achieve objectives and minimize negative impacts was discussed.
Similar to Chapter 7: Interpersonal Communication Skills (20)
Leveraging Social Media to Boost Traditional PRAndi Narvaez
This document discusses how PR professionals can leverage social media to enhance traditional PR efforts. It provides tips for using key social media platforms like Twitter, Facebook, LinkedIn, blogs, Google+, and metrics tools to engage audiences and boost visibility for clients. The presentation emphasizes that social media requires a new way of thinking about outreach but the fundamentals of good communication still apply. Professionals are encouraged to follow reporters and influencers, engage audiences with questions and multimedia, and integrate social media links into all materials to effectively measure outreach.
Responding to Crisis in 140 CharactersAndi Narvaez
This document summarizes a study on how organizations respond to social media crises. It discusses four types of crises originating from employees, executives, agencies, and spokespeople. Responses often involved apologies but were perceived as most effective when they acknowledged mistakes, apologized sincerely, and moved forward constructively. The timing and context of the response also influenced perceptions. The study suggests social media training and discourse renewal strategies can help organizations prepare for inevitable social media crises.
Responding to Crises in 140 CharactersAndi Narvaez
This document discusses four examples of organizations experiencing crises due to unauthorized or insensitive social media posts from associated individuals:
1) An employee of the American Red Cross accidentally tweeted about drinking on the organization's account.
2) The CEO of Kenneth Cole tweeted an insensitive joke about unrest in Egypt from the company's account.
3) An employee of Chrysler's social media agency tweeted a profanity-laced complaint about Detroit drivers from the automaker's account.
4) A comedian voiced offensive jokes about the 2011 Japan tsunami on his personal Twitter account with many followers.
This is presentation was delivered for the Communities of Practice course at University of Maryland. It discusses the history, features and technology behing Ushahidi as well as its the community of developers, users, and volunteers.
JetBlue Airlines was an early adopter of social media and stands out in its use of digital platforms. This case study examined how JetBlue's organizational structure and public relations practitioners' roles have changed with the rise of social media.
Key findings include public relations practitioners taking on new social media responsibilities and collaborating across departments without formal training. Hierarchies did not change but social media facilitated greater cooperation between public relations and executives. JetBlue also developed social media policies and training to guide employee usage.
Overall, JetBlue adapted to social media by distributing tasks flexibly while maintaining centralized control. Both practitioners and the organization evolved to integrate social media effectively while upholding cultural values like customer service.
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Chapter 6: Concepts of Interpersonal CommunicationAndi Narvaez
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Chapter 5 Part I: Intrapersonal CommunicationAndi Narvaez
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Chapter 5 Part II: Intrapersonal CommunicationAndi Narvaez
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Chapter 1: The Human Communication ProcessAndi Narvaez
Presentation created by Andi Narvaez for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Hottest Players of the 2010 South Africa FIFA World CupAndi Narvaez
My Brazil is out of the 2010 FIFA World Cup, so I put together a "dreamy" (get it?) team instead. This way... we all win.
Here are the hottest players of the 2010 South Africa FIFA World Cup. In my humble opinion... and I'm very opinionated about this.
The document presents a variety of topics and takes opposing stances on each issue in a random, disjointed manner. For many topics like recycling, kazoos, lacrosse, abortion, health care, TOMS shoes, hookah, comic books, Oprah's phone pledge, Beyonce, contraception, pets, sports, Facebook, abortion, and college football, brief conflicting statements are provided without explanation or support. The document jumps quickly between unrelated issues and perspectives in a way that does not meaningfully develop any argument.
Chapter 16: Persuasive Public SpeakingAndi Narvaez
Presentation created for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Chapter 15: Informative Public SpeakingAndi Narvaez
Presentation created for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Chapter 14: Public Speaking Presenting The MessageAndi Narvaez
Presentation created for COMM 107 - Oral Communication: Principles and Practice
University of Maryland
Source: Communication: A Social and Career Focus by Berko, Wolvin & Wolvin
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.