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INTERPERSONAL COMMUNICATION

INTERPERSONAL COMMUNICATION. DEFINITION. Interpersonal communication is: communication which establishes, affirms and/or negotiates relations between two or more people usually perceived as always oral in form, but written forms also help ‘manage’ interpersonal relations.

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INTERPERSONAL COMMUNICATION

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  1. INTERPERSONAL COMMUNICATION

  2. DEFINITION Interpersonal communication is: • communication which establishes, affirms and/or negotiates relations between two or more people • usually perceived as always oral in form, but written forms also help ‘manage’ interpersonal relations

  3. OUTLINE OF TODAY’S LECTURE INTERPERSONAL FUNCTIONS OF COMMUNICATION ASSERTING RECEIVING CRITICISM RESOLVING CONFLICTS

  4. PART I ASSERTING

  5. ASSERTING • at the heart of interpersonal communication • refers to the manner by which you make explicit what you think about or want from another person • acknowledges your rights as an individual and the rights of other people

  6. THREE MAIN ASSERTION STRATEGIES

  7. THREE MAIN CONTEXTS OF ASSERTION • GIVING FEEDBACK • LISTENING • MAKING REQUESTS AND GIVING DIRECTIVES

  8. Giving Feedback Deliver your feedback clearly and appropriately: • What is your feedback about? (Content) • How will you deliver it? (Delivery)

  9. Giving Feedback • Describe the problem in a non-judgmental way. • Criticize the action or item, not the person. • Focus on what needs to be done. • Be specific and concrete. • Always be constructive.

  10. Giving Feedback • Check your facts. • Do not embarrass. • If appropriate, accept partial responsibility for the problem. • Respect the other person’s right to respond.  • Feedforward.

  11. Listening • an assertion strategy • silence or a pause is a form of assertion

  12. Listening Two specific strategies in attentive listening: • Paraphrasing – shows your desire to understand others • Affirming – signals or implies respect for others’ ideas and turn to speak

  13. Making Requests and Giving Directives • These are important assertion strategies – you ask others to do something for you • You are likely to need to do these in the workplace regardless of your position and status

  14. PART II RECEIVING CRITICISM

  15. RECEIVING CRITICISM TWO STRATEGIES: • Agree to the criticism • Seek for more information

  16. Seeking for more information • Ask for specific examples. • Describe a situation and ask whether it illustrates the problem. • Paraphrase the criticism to focus on an outcome. • Ask how you can improve.

  17. PART III RESOLVING CONFLICTS

  18. Resolving Conflicts • Act promptly. • Begin by citing areas on which you agree. • Schedule a meeting. • Listen attentively.

  19. Resolving Conflicts • Focus on the problem, not the person. • Brainstorm solutions. • Formalize the solution. • Implement the solution and set a date for follow-up.

  20. SUMMARY Three interpersonal functions of communication • ASSERTING • RECEIVING CRITICISM • RESOLVING CONFLICTS

  21. PART IV Application: INTERPERSONAL SKILLS IN MEETINGS

  22. Meetings • Meetings reveal who you are

  23. Meetings • Categories of meeting behaviour • Task facilitating • Group maintenance • Self-oriented

  24. CONCLUSION Does culture matter in Interpersonal communication?

  25. CONCLUSION In interpersonal communication, the key term is respect: • Respect for your right to speak, write or be silent • Respect for others’ right to speak, write or be silent

  26. THANK YOU!

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