CMUN 10 Welcome Back!

1. CMUN 10 Welcome Back!

2. Agenda • Johari Window • Communication Styles • Group Climate

3. The Johari Window • Psychological testing device that allows us to examine both how we view ourselves, and how others view us.

4. Group vs. Individual Rights

5. Organizational Culture Impacts Group Climate • Shared assumptions, values, beliefs, language, symbols, and meaning systems that hold the organization together. • Patterns of sustained communicative acts or behaviors • Defensive vs. Supportive environment • Confirming vs. disconfirming responses • Listening Skills • Is developed by the group-your choice!

6. Communication & Conflict Styles Closed Hidden Avoidance/Withdrawal Accommodation Smoothing Compromising (any style) Blind Open Competition Collaborative/ Problem Solving

7. Closed Style • Task focused • Productive as long as they can work in an environment free of interpersonal demands • Need security and a prescriptive guidance. How do you communicate with such a person? ·Very carefully ·Ensure a safe working environment ·Fully explain all the rules and the chain of command. ·Don’t ask about personal issues ·Don’t have high expectations of participation in meetings

8. Avoidance/Withdrawal: Maintains neutrality at all costs  ·Removes self from group either physically or mentally when conflict arises ·Places low value on assertiveness, or cooperation ~Acceptable when • Issue is trivial • Potential losses outweigh potential gains • There is insufficient time to accomplish goals • BUT: Conflict is only delayed, not resolved

9. Blind Style • Task focused • Know what they want. • Well-organized and not afraid to exercise authority to get what they want. • Very demanding and insist that their way is the best. • Punitive with the failure of others. How do you communicate with such a person? • Follow through with what you state you will accomplish • Follow chain of command • Don’t expect interpersonal connection • Don’t keep them waiting

10. Competition • Views personal goals as more important than group goals. • Conflict is a win lose situation-a contest where someone has to lose for another to win. • Has great respect for power and authority Compromise is not acceptable when ·A decision or action is needed immediately • BUT: The real cause is not identified or resolved and the solution is temporary and can be revisited if the “losers” regain power

11. Hidden Style • Process/Relational focus • Fun to be around • Good listeners with good interpersonal skills • Unable to give opinions or ideas • Are often distrustful of meanings How do you communicate with such a person? ·Don’t expect full disclosure ·Motivate them with public praise and social standing ·Share information and listen carefully ·Keep your opinions to a minimum ·Realize these people have learned how to “act” open ·Expect your comments to be searched for double meanings

12. Accomodation/Smoothing Views conflict as destructive Believes harmony is important at all times and works to smooth over conflicts Acceptable when ·The issue is minor ·Damage could result to relationships ·A temporary reduction in conflict allows for more time to research issues  But is not productive when decision is needed NOW

13. Open Style • Task and Process focused • Flexible with the needs of a group, or individual • Able to collaborate and accepting of other communication styles • Can accept constructive criticism. • Easily discloses personal information • Less impressed with the “show” and more impressed with factual information • Can be seen as ineffective by Blind group members who want results in a more timely manner (How do you communicate with them? )

14. Open Style So, how do you communicate with such a person? ·Be honest and open, but use tact ·Look at all sides of the problem ·Share/disclose personal information ·Accept shared responsibility ·Give constructive criticism ·Avoid being pushy or manipulative ·Treat them as equals

15. Compromise: • Takes the middle of the road approach to solving problems. • Believes that a high quality solution is not as important as an agreeable solution and the feelings of all involved • Willing to sacrifice something important to reach a compromise • Compromise is the second choice Acceptable when: ·Both parties stand to gain from the compromise ·Ideal or quality are not necessary ·Time is short • Compromise can be inappropriate when the outcome is a lose-lose or the best solution is not reached

16. Communication & Conflict Styles Closed Hidden Avoidance/Withdrawal Accommodation -Smoothing Compromising (any style) Blind Open Competition Collaborative -Problem Solving

17. THE FOUR TEMPERAMENTS It takes all types to row the boat IDEALISTS RATIONALS GUARDIANS ARTISANS

18. End of Presentation

19. CMUN 10 Welcome Back!

20. Agenda • Johari Window • “me” vs. “we”: • Group Rights vs. Individual Rights • Communication Styles • Group Climate

21. The Johari Window • Psychological testing device that allows us to examine both how we view ourselves, and how others view us.

22. “Me” I want to get this done so I can do other things. I will do only what I have to do or I will do it all, since I can trust no one else to do it right, or fast enough “We” As a group, we need to produce a quality presentation We will all work together collaboratively to find a way to achieve our goal We will allow the time needed to accomplish our goal, and remember that the process is just as important as the end result. Collaboration & Goals of The Group ProcessThe “Me” vs. “We” Syndrome

23. Group vs. Individual Rights

24. Communication & Conflict Styles Closed Hidden Avoidance/Withdrawal Accommodation -Smoothing Compromising (any style) Blind Open Competition Collaborative -Problem Solving

25. To be the judge of your own behavior To express you beliefs and feelings To ask for respect To give self credit To change your mind with more information To make mistakes To offer no justification To offer no justification To be disliked To decide not to be assertive To say, “I don’t know”; “I don’t understand”; “No”; “I don’t care.” To decide not to be assertive To be disliked Individual Rights

26. To allow others different opinions To be constructive To give respect To give others credit To be sensitive to others To listen to others To explain changes to people who are affected by the change To allow others to make mistakes To deal with the consequences of your behavior To be flexible Individual Responsibilities

27. Cohesiveness • The degree of attraction members feel toward one another and their group • Communication styles directly impact the cohesiveness of a group • least amount of pleasure/cohesiveness = most likely to display verbal aggressiveness

28. Defensive Evaluation Control Strategy Neutrality Superiority Certainty Supportive Description Problem orientation Spontaneity Empathy Equality Provisionalism Elements of Group Climatep. 110

29. Disconfirming responses Impervious Interrupting Irrelevant Tangential Impersonal Incoherent Incongruous Confirming responses Direct acknowledgement Agreement about context Supportive comment Clarifying Expression of positive feelings Interpersonal Communicationp. 111

30. Collaboration • Gives equal consideration for others and self • Highly values cooperation and assertiveness • Guides group through basic problem solving procedure • Tries to get consensus and willing to spend time to obtain consensus Good when there are common goals that require everyone’s cooperation • BUT:Takes time and requires a shared value system.

31. Group Climatepp. 106-112 • Promote trust/be trustworthy • Promote a supportive environment • Discourage defensive tone • Be aware of and promote interdependence • Check for group cohesion • Listen!

32. Organizational Culture Impacts Group Climate • Shared assumptions, values, beliefs, language, symbols, and meaning systems that hold the organization together. • Patterns of sustained communicative acts or behaviors • Defensive vs. Supportive environment • Confirming vs. disconfirming responses • Listening Skills • Is developed by the group-your choice!

33. End of Presentation