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Welcome to. Understanding Behavior and Appropriate Responses. LEADS TO. INTERPERSONAL EFFECTIVENESS. LEADS TO. SUCCESS. The Success Model. Two Indisputable Truths. We need each other. What we give to others, unconditionally , will always come back in equal or greater proportion.

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  1. Welcome to

  2. UnderstandingBehavior andAppropriate Responses LEADS TO INTERPERSONAL EFFECTIVENESS LEADS TO SUCCESS The Success Model

  3. Two Indisputable Truths We need each other. What we give to others, unconditionally, will always come back in equal or greater proportion.

  4. People Skills What adjectives would you use to describe the people who seem to get under your skin most quickly … the ones you find it hardest to tolerate?

  5. People Skills When it comes to the way you interact with other people, what would you like to be able to do better? What would other people like to see you do better?

  6. Definitions Behavior— What you say (verbal) and do (non-verbal) Interpersonal Behavior— What you say and do when interacting with one or more people SOCIAL STYLEsm— A particular pattern of actions that others can observe and agree upon for describing one’s behavior Personality— The combination of ideas, values, hopes, dreams, attitudes, abilities, as well as the behavior that others can observe that encompasses everything a person is Observable Behavior Personality

  7. Assertiveness Askingwith Some Telling MoreTelling TELLS D C ASKS B A Tellingwith SomeAsking More Asking A dimension of behavior that measures the degree to which others perceive a person as tending to ask or tell in interactions with others.

  8. Responsiveness CONTROLS MoreControlling A dimension of behavior that measures the degree to which others perceive a person as tending to control or display their feelings and emotions when interacting. 1 Controllingwith Some Emoting 2 Emoting With Some Controlling 3 MoreEmoting 4 EMOTES

  9. SOCIAL STYLE ModelTM Analytical Serious Exacting Indecisive Logical Driving Independent Formal Practical Dominating CONTROLS TELLS ASKS Amiable Dependable Supportive Pliable Open Expressive Animated Forceful Opinionated Impulsive EMOTES

  10. Definitions Style Need— The general goal of each style, indicated by the observed behaviors associated with that particular SOCIAL STYLE Position. Style Orientation— The typical/observed behavior of each SOCIAL STYLE, used to obtain the style need. Style Growth Action— Those behaviors that are infrequently used in favor of the more preferred behaviors of each style; viewed by others as the greatest weakness of that particular style. Not taking our style growth action can lead to unproductive interpersonal relationships.

  11. Definitions Backup Behavior An exaggerated form of style behaviors used by a person to reduce tension within the relationship that caused the tension.

  12. Tension ProductivityModel Appropriate Level of Tension = Low Level of Tension High Level of Tension HighProductivity HIGH Tension— A force which stimulates activity. = = LowProductivity PRODUCTIVITY LowProductivity LOW TENSION HIGH LOW

  13. Backup Behavior Model AVOIDS AUTOCRATIC BACKUP BACKUP Backup Behavior — An exaggerated form of style behaviors used by a person to reduce tension within the relationship that caused the tension. CONTROLS Analytical Driving ASKS TELLS Expressive Amiable EMOTES BACKUP BACKUP ACQUIESCES ATTACKS

  14. Key Characteristics of the Social Styles Analytical CONTROLS Driving Need:To Be Right Need:Results Orientation:Thinking Orientation:Action Growth Action:To Declare Growth Action:To Listen TELLS ASKS Expressive Amiable Need:Personal Approval Need:Personal Security Orientation:Spontaneity Orientation:Relationships Growth Action:To Check EMOTES Growth Action:To Initiate

  15. What are the Pluses and the Minuses of each Social Style?

  16. SOCIAL STYLE ModelTM ANALYTICAL DRIVING D C B A CONTROLS 1 1 2 2 ASKS TELLS 3 3 4 4 EMOTES A D C B AMIABLE EXPRESSIVE

  17. Versatility Behaviors Seen as Focusing on My Tension Behaviors Seen as Focusing on Others’ Tension W X Y Z Low Versatility High Versatility Versatility— A measure of the level of social endorsement accorded to an individual by others.

  18. APPROPRIATE USE OF IMAGE PRESENTATION COMPETENCE FEEDBACK Leads to SOCIAL ENDORSEMENT (Versatility) Four Sources of Social Endorsement

  19. Steps for Earning Endorsement 1.Know Yourself 2.Control Yourself 3.Know Others 4.Do Something for Others

  20. B Under-the-Bracket Behavior (Say/Do) A Traits C Judgments Observable Behavior Say Do - Loud - Faster-paced - Facially animated - Inflected voice - Direct eye contact - Rigid posture - Leans forward Quiet Slower-paced Facially controlled Monotone voice Indirect eye contact Casual posture Leans back Under-The-Bracket Model Honest Intelligent Arrogant Motivated Self-Centered Sincere Critical I like him. He annoys me. She interests me. He irritates me. I distrust her. I hate him. I trust him.

  21. · Monotone · Task Subjects · Facts/Data · Rigid Posture · Less Hand Movement · Controlled Facial Expressions · More Hand Movement · Animated Facial Expressions · Inflection · People Subjects · Opinions/Stories · Casual Posture Under-The-Bracket Behaviors CONTROLS · Slower Pace · Fewer Statements · Non-directive/ Relaxed Use of Hands · Quieter Volume · Leans Back · Indirect Eye Contact · Faster Pace · More Statements · Directive Use of Hands/Points for Emphasis · Louder Volume · Leans Forward · Direct Eye Contact ASKS TELLS EMOTES

  22. Avoid trying to define a style too quickly. • Get out of the way. • Learn to observe more accurately and describe what a person does without making early “good,” “bad” or “why” judgments. • Separate style clues from assigned authority or role. • Moderate stress clarifies style. • Set the stage for the person being observed. Rules for Observing Style

  23. The PRO Strategy 1. Acknowledgeother’sstyleNEED, 2.Encourageother’sstyleORIENTATION, 3.TakeyourstyleGROWTH ACTION, 4. Helpotherstake theirGROWTHACTION.

  24. My Pro-Action Plan Name of other person: ___________________________________________________________ Other’s Style:Driving Expressive Amiable Analytical Other’s Need: Personal Personal Results Approval Security To Be Right Other’s Orientation: Action Spontaneity Relationships Thinking My Growth Action: To Listen To Check To Initiate To Declare Other’s Growth Action: To Listen To Check To Initiate To Declare I will acknowledge his/her style need by: ____________________________________________ _____________________________________________________________________________ I will encourage his/her style orientation by: _________________________________________ _____________________________________________________________________________ I will take my growth action by: ___________________________________________________ _____________________________________________________________________________ I will help him/her take his/her growth action by: _____________________________________ _____________________________________________________________________________

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