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Interpersonal Communications Essential Skills and Strategies -Chapter 8

Interpersonal Communications Essential Skills and Strategies -Chapter 8 . Lindsey Bronstein Caldwell College . Overview. What is (good) interpersonal communication? Who do we need to use excellent interpersonal communication with? Purpose of effective interpersonal communication

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Interpersonal Communications Essential Skills and Strategies -Chapter 8

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  1. Interpersonal CommunicationsEssential Skills and Strategies -Chapter 8 Lindsey Bronstein Caldwell College

  2. Overview • What is (good) interpersonal communication? • Who do we need to use excellent interpersonal communication with? • Purpose of effective interpersonal communication • Important characteristics • Using interpersonal communication in ABA settings

  3. What is Good Interpersonal Communication? What it is NOT…. http://www.youtube.com/watch?v=W1RY_72O_LQ What it is…. http://www.youtube.com/watch?v=gi6y2wvWijc

  4. What is Interpersonal Communication? • “the exchange of information between two or more people. Successful interpersonal communication is when the message senders and message receivers understand the message” - (Wikipedia) • What goes into communicating a message? • the words • how its said • body language/gestures • facial expressions • tone of voice • Activity!

  5. Who do we need to use excellent interpersonal communication with? • Supervisor • Colleagues • Direct reports • Friends/family/significant others • Professors • Networking • Clients • …ideally we use our excellent interpersonal communication skills with everyone! (Bailey and Burch, 2010)

  6. Purpose of Effective Interpersonal Communication • To learn about others • To help others learn about you • To influence others • To leave a good impression • Ensure everyone understands the message (Bailey and Burch, 2010)

  7. Excellent Communication Characteristics • Are Likeable: • Warm personality • Friendly • Empathetic • Down to earth • Like to laugh and tell stories • Real • Smile a lot • Genuinely interested in others • Accepting • Forgiving • Likeable people are not: • Phony • Threatening • Pushy • Rigid • Uptight • Intense • Opinionated • Judgmental • Brittle (Bailey and Burch, 2010)

  8. Interpersonal Communication in ABA Settings • Science is the foundation but… • maximum effectiveness depends on the interpersonal communication • Most common use is related to implementing and managing a behavior program • 7 stages to use interpersonal communication skills (Bailey and Burch, 2010)

  9. 7 Stages of Interpersonal Communication with Clients • Intake with the client • Present your analysis • Present treatment plan for approval • Preparation and training of the mediator • When the intervention is finally in place • Online Monitoring, Evaluation and Maintenance • Termination (Bailey and Burch, 2010)

  10. Initial Intake with the Client Establish your position with the client Goal is to quickly build good rapport Be aware of body language of the client Show assertiveness and leadership skills Demonstrate your integrity Smile Use the person’s name Be a good listener • Gain trust • Show that you respect the client • Be a good listener • Show confidence in your behavioral approach • Display caring attitude • Have friendly demeanor • Maintain good eye contact (Bailey and Burch, 2010)

  11. Keep in Contact Recommend at least once per week OR Prearranged schedule Let them know you have not forgotten Reduce client stress (Bailey and Burch, 2010)

  12. Present Your Analysis • Client, client surrogate, department head, VP of human resources or other appropriate people • At the meeting start casually and put people at ease. • Present your findings and recommendations • Be sure to use nontechnical language • Eye contact • Firm, strong voice to show your confidence • Be convincing – want the client to “buy in” to your idea (Bailey and Burch, 2010)

  13. Present Your Analysis • Be prepared to negotiate • Build your case slowly • Be aware of behaviors such as: breaking eye contact, shifting in chair, pushing back from table, rolling eyes, mumbling etc • Show the data – make easy to read and visually attractive • Answer questions • Make use of anecdotes and stories from your own experience • Have paper work (treatment plan) ready to be signed (Bailey and Burch, 2010)

  14. Present Treatment Plan for Approval • Ideally, this should be low-key and short • Firm up the agreement • Make explicit request for client consent and cooperation (Bailey and Burch, 2010)

  15. Preparation and Trainingof the Mediator • More likely to be training adults (parents, teachers, paraprofessionals) • Challenging to change set ways • Don’t like being told what to do • Lack confidence in new behaviors • Use task analysis • Be patient! • Model correct behavior, set up role play opportunities, and observe • Use generous amounts of positive feedback and approval • Ask for help from supervisor/boss if you feel unprepared (Bailey and Burch, 2010)

  16. When the Intervention isFinally in Place • Watch closely to make sure protocol is being followed • Use descriptive reinforcement • Be prepared to troubleshoot • Admitting you made a mistake is ok – you’re only human • Help give the mediator confidence and strength • Shape the mediators behavior (Bailey and Burch, 2010)

  17. Online Monitoring, Evaluation and Maintenance • Gradually phase yourself out • Drop in occasionally, provide feedback, review data • Let them know when you are proud of them • Give the mediator credit for success of the project (Bailey and Burch, 2010)

  18. Termination • If you gradually fade yourself out the mediator should no longer be dependent on your praise or feedback • Can begin think of the person more as a colleague than a client • Can have a celebration for the client to say good-bye • Make sure it is appropriate • Be sure to show appreciation for the hard work put in by the mediator (Bailey and Burch, 2010)

  19. Communicating with Your Boss or Supervisor • Be careful what you say • Don’t discuss other employees • Don’t let them see you as a timid, paranoid, or threatened individual • Be open, constructive, flexible and creative • Make sure to understand what your boss wants from you (Bailey and Burch, 2010)

  20. Communicating with Colleagues • Likeability • Trust and respect • Rule 1: Do not gossip (activity time!) (Bailey and Burch, 2010)

  21. Communicating with Colleagues • Likeability • Trust and respect • Rule 1: Do not gossip (activity time!) • Change the subject • Circulating good news you want spread is okay • Rule 2: Do not discuss salary or company benefits • Unnecessary/inappropriate • Can make people feel uncomfortable • Rule 3: Be wary of dual relationships (Bailey and Burch, 2010)

  22. Communicating withDirect Reports • Supervising others • Treat them the way you would want to be treated • Be respectful • Be the supervisor you once had or did not have • Maintain good stimulus control • Use reinforcement! (Bailey and Burch, 2010)

  23. Questions

  24. Additional Readings (Bailey and Burch, 2010)

  25. References • Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst. New York, NY: Routledge. • Wikipedia and youtube

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