This document provides an overview of managing conflict through effective communication and resolution processes. It defines conflict and discusses the causes and people's perceptions in conflict. It also covers physiological reactions to conflict, communication tools like active listening, different conflict styles, and steps to resolve conflict through gathering information, verifying understanding, and collaborating on a resolution. The goal is managing conflicts constructively by recognizing issues, communicating openly, and finding a mutually agreeable solution.
To be a teacher is more than give instructions, you have to understand students ways of learning, infer what it happens inside their minds, it is to understand their role as a student.
To be a teacher is more than give instructions, you have to understand students ways of learning, infer what it happens inside their minds, it is to understand their role as a student.
What did you say? mindful interculture communication [201608 icgse]Frederick Zarndt
The single biggest problem in communication is the illusion it has taken place. George Bernard Shaw, Irish playwright, co-founder of London School of Economics, and Nobel Prize in Literature (1925).
Projects are about communication, communication, and communication. B. Elenbass in "Staging a project: Are you setting your project up for success?"
What one says to compatriots in face-to-face conversation is often misunderstood; imagine the possibilities for misunderstandings with someone from halfway around the world, natively speaking another language, and living in a different culture! In such circumstances how can you be sure that your collocutor has understood you in face-to-face (hard), telephone (harder), and email (hardest) conversations? Without being fully present in the conversation -- mindfully aware -- whether it's face-to-face, by Skype or phone, or through email, successful communication is difficult, even more so for intercultural communication.
The ubiquity of English facilitates basic communication, but its use as a common language frequently disguises cultural differences. Furthermore, to say that English (or any other language) can be ambiguous, is an understatement. But regardless of language, clear communication is essential for success in any collaborative undertaking whether done by a small co-located group or by a globally dispersed team.
This tutorial teaches mindful communication and describes frameworks useful in understanding cultural differences and gives real-life examples of misunderstandings due to such differences. Expect to take away practical tools to understand your own cultural biases and in-class practice mindful communication with your colleagues from other cultures as well as your own. You will also learn about frameworks for understanding other cultures based on work by Geert Hofstede, Fons Trompenaars, and others as well as on the presenter's own experiences.
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
The video for this presentation is available on our Youtube channel:
https://youtube.com/allceuseducation A continuing education course for this presentation can be found at https://www.allceus.com/member/cart/index/index?c=
Most people do not enter into relationships with the intention of sabotaging it, yet that is exactly what ends up happening. In this presentation, we explore, in depth, certain behaviors that commonly sabotage relationships, how they are actually protective for the "saboteur" and what can be done to address them.
What did you say? mindful interculture communication [201608 icgse]Frederick Zarndt
The single biggest problem in communication is the illusion it has taken place. George Bernard Shaw, Irish playwright, co-founder of London School of Economics, and Nobel Prize in Literature (1925).
Projects are about communication, communication, and communication. B. Elenbass in "Staging a project: Are you setting your project up for success?"
What one says to compatriots in face-to-face conversation is often misunderstood; imagine the possibilities for misunderstandings with someone from halfway around the world, natively speaking another language, and living in a different culture! In such circumstances how can you be sure that your collocutor has understood you in face-to-face (hard), telephone (harder), and email (hardest) conversations? Without being fully present in the conversation -- mindfully aware -- whether it's face-to-face, by Skype or phone, or through email, successful communication is difficult, even more so for intercultural communication.
The ubiquity of English facilitates basic communication, but its use as a common language frequently disguises cultural differences. Furthermore, to say that English (or any other language) can be ambiguous, is an understatement. But regardless of language, clear communication is essential for success in any collaborative undertaking whether done by a small co-located group or by a globally dispersed team.
This tutorial teaches mindful communication and describes frameworks useful in understanding cultural differences and gives real-life examples of misunderstandings due to such differences. Expect to take away practical tools to understand your own cultural biases and in-class practice mindful communication with your colleagues from other cultures as well as your own. You will also learn about frameworks for understanding other cultures based on work by Geert Hofstede, Fons Trompenaars, and others as well as on the presenter's own experiences.
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
The video for this presentation is available on our Youtube channel:
https://youtube.com/allceuseducation A continuing education course for this presentation can be found at https://www.allceus.com/member/cart/index/index?c=
Most people do not enter into relationships with the intention of sabotaging it, yet that is exactly what ends up happening. In this presentation, we explore, in depth, certain behaviors that commonly sabotage relationships, how they are actually protective for the "saboteur" and what can be done to address them.
Material for PGPSE participants of AFTERSCHOOOL CENTRE FOR SOCIAL ENTREPRENEURSHIP. PGPSE is an entrepreneurship oriented programme, open for all, free for all.
Davidson Alumni Webinar - Tough ConversationsMark S. Young
The PPT slide-deck from our Dec 1, 2015 alumni webinar facilitated by Lory Fischler, an expert on navigating critical conversations in the workplace and in our lives.
Empathic Listening How can empathetic listening assist when listen.docxjenkinsmandie
Empathic Listening
How can empathetic listening assist when listening to respond, listening to learn, listening to be with, or listening to connect in order to go from concord to confirmation and prevent the conversation from going from concord to consolidation. Provide an emotional context (e.g. when someone else is angry, when you are angry, when some else needs forgiveness, when you need forgiveness).
Language Processing and Perception Bias
: Distinguish the different impacts of real, literal, and abstract motion in the course of normal language processing and perception bias. Reference the Dils reading and one previous reading to support your response
Dils, A.T., & Boroditsky, L. (2010). Processing unrelated language can change what you see.
Psychonomic Bulletin & Review.
17 (6), 882-888 doi:10.3758/PBR.17.6.882
Retrieved from: http://psych.stanford.edu/~lera/papers/goose-hawk.pdf
Discuss the Importance of Listening as a Tool to Design Effective Organizational Structure
An organization is a grouping of people, skills, and tasks designed to be the most effective use of time, talent, and treasure that is able to accomplish the mission or purpose of why the group has been organized. This is true from the very formal organizational structures of a school
house and hospitals, regardless if there is a pyramid or family design, to rather informal organizations such as the Red Hat Society or Parent Teacher Association. Organizations and teams are struggling to balance the needs of people with the needs of the whole system. Miyahsiro boils these needs down to respect, harmony, and effectiveness (Miyashiro, 2011). Therefore the words, connectors between the parts of the organization, must come from a place of respect and intended to fit, or be harmonious with, what is going on in the present to lead to a more effective future. However, while the intention behind the words is often more critical than the words themselves, we can hear the same words from different people with completely different responses. Their intention, our history with them, and our own history separate from them, all contribute to what we think we hear.
To assure that the spokesperson and words match the listener best, we as conflict resolutionalist must approach each new situation from an empathetic perspective. Be aware however, that empathetic listening is not about being nice, but about effecting change and getting results though making requests out of our shared connection.
Distinguish Between Sympathetic Listening and Empathetic Listening
Empathetic listening is different from sympathetic listening. Sympathetic listening creates a connection between two people. As you listen you relate the situation to one that you may have experienced. You appreciate the struggle and the concern as you have been through a similar struggle. Those who are sympathetic by nature work hard to assess situations through our framework and world experience. This is being sympathet.
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This is a general overview of intercultural communication that helps to unveil the different aspects, background and skills to communicate effectively with different cultures
Communication & Challenging Conversations PCMA 2014 MontrealMcKinley Solutions
Challenging conversations are those everyday interactions that significantly affect you and others. They differ from ordinary dialogue because the opinions of the participants may vary, the emotions are high and the stakes are significant. The way in which you deal with these important discussions can have a positive or negative result and can change the course of your relationship. Learn the tools to handle life’s most difficult conversations, say what’s on your mind, and achieve positive outcomes. Challenging confrontations consists of face-to-face accountability discussions where someone has disappointed you and you talk to him or her directly. When handled well, the problem is resolved and the relationship benefits. New research demonstrates that these disappointments aren’t just irritating – they’re costly, sapping organizational performance by 20 to 50 percent. Learn to permanently resolve failed promises and missed deadlines, transform broken rules and bad behaviors into productive accountability and strengthen relationships while solving problems. At the heart of mastering these challenges is the ability to engage in and maintain dialogue. Masters of dialogue create an atmosphere where everyone feels safe about adding his or her own views to the “shared pool” of ideas being expressed. The skills are critical to the success of all leadership roles. Active participants will increase their awareness of the challenging conversations and confrontations as well as hands-on tips and techniques on how to manage them effectively.
Learning Objectives:
1. How do I deal spontaneously with challenging conversations (where opinions vary, emotions are high and stakes are significant)?
2. How can I resolve problems where I have been disappointed by employee accountability and avoid unnecessary costs and strained relationships?
3. How do I develop and environment where people can carry on a dialogue and feel safe expressing their own view.
16. Awareness Wheel Who did/will do what? Where? How? Who/What Did you hear See? Where? When? Who/What did you see? Hear? Where? When Issues Opportunities Unlimited @1999 Sensory Data: Feelings: How do You feel? Actions: future, past, current Wants for: Self, Us, Others Thoughts: What do you think?
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21. Stepping Stones – ask! Attend Invite Summarize then now and Acknowledge
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24. Conflict Map Concept Define Conflict Share Your Stories Physiological Behavior Communication Tools
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27. Conflict Map Concept Define Conflict Share Your Stories Physiological Behavior Collaborate On a Win-Win Communication Tools
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