intr pers eff

7/31/2019 Intr Pers Eff

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Interpersonal Effectiveness

A.K.BASU


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Interpersonal Relations

A relationship exists when there isa mutual interaction of process

and a reciprocal human exchange.


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Basis of Relationship

Accurate Empathy

Positive Regard

Genuineness

Self Disclosure


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Basic Premises of Interpersonal Relations

Understanding the needs of others

Taking care of others emotions

Listening patiently

Clear about the goal

Confident in approach

Open in views

Treating others as equals

Positive thinking

Encouraging

Unbiased

Non-manipulative


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HOW TO DEAL WITH PEOPLE

ASSUMPTIONS

PERCEPTION STYLE

PERSONALITY STYLE

INTERACTION STYLE


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Some likely reasons of Interpersonal Ineffectiveness

Misunderstanding

Clash of interests/goals

Different value system

Exploiting tendency

Status difference Stereotyping

Snap judgment

Halo effect

Perception

Limited knowledge about each other

Style of communication

Difference in needs


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THREE INTERPERSONAL NEEDS

Need for Inclusion (I)

Need for Control (C)

Need for Affection (A)

(W)Wanted Needs

(E) Expressed Needs


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FIRO-B(Fundamental Interpersonal Relation Orientation)

EXPRESSEDBEHAVIOUR

NEED WANTEDBEHAVIOUR

I INITIATE ACTIONWITH PEOPLE

I CONTROL PEOPLE

I ACT CLOSE

TOWARDS PEOPLE

INCLUSION

CONTROL

AFFECTION

I WANT PEOPLE TOINCLUDE ME

I WANT PEOPLE TO

CONTROL ME

I WANT PEOPLE TO

GET CLOSE AND

PERSONAL TO ME


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Structure of Relationships in an Organisation

Work Structure (directs what to do)

Authority Structure (defines who directs whom andresponsible for what)

Status Structure(determines ones rights and

liabilities)Prestige Structure (defines extent to which one

enjoys differential behaviour)

Friendship Structure (defines informal relationships)

Managing by Authority

Managing by Influence


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Interpersonal Skills -I

Follow up

Feedback

Appraisal

Praise

Criticism

Communication styles


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Interpersonal Skills -II

Persuasion, influence, diplomacy and

negotiation

Peak motivation methods and key

motivation

Handling performer failure and under-

performance


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JOHARI Window

Known

to self

Not known

to self

Known toothers

NotKnown to

others

ARENAOpen Self BLINDBlind Self

HIDDEN

Hidden Self

DARK

Unknown Self


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JOHARI Window

Known

to self

Not known

to self

Known to

others

NotKnown to

others

ARENA

Open Self

BLIND

Blind Self

HIDDEN

Hidden Self

DARK

Unknown Self

INTERVIEWER


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JOHARI Window

Known

to self

Not known

to self

Known to

others

Not

Known to

others

ARENA

Open Self

BLIND

Blind Self

HIDDEN

Hidden Self

DARK

Unknown Self

BULL-IN-A-CHINA SHOP


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JOHARI Window

Known

to self

Not known

to self

Known to

others

Not

Known toothers

ARENA

Open Self

BLIND

Blind Self

HIDDEN

Hidden Self

DARK

Unknown Self

TURTLE


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JOHARI Window

Known

to self

Not known

to self

Known to

others

Not

Known to

others

ARENA

Open SelfBLIND

Blind Self

HIDDEN

Hidden SelfDARK

Unknown Self

IDEAL WINDOW


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Three Ego States

Parent

Adult

Child


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Ego States

1. The ParentRegulates Behaviour Through: prescriptions and

SanctionsNurtures by providing support

2. The AdultCollects information and Process it

3. The Child

Has several functions primarily concerned with:

(a) Creativity, Curiosity and Fun

(b) Reactions to others (Including Rebellion)

Adjusting to Others Demands or Sulking


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Feedback

Specific

Descriptive

Focussed in improvable behaviour

Invited

Timely

Checked for accuracy with the performer

Checked with others


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Giving Feedback

Descriptive not evaluative

Focus on behavior not person

Specific not impression

Reinforce positive new behaviorSuggestive not prescriptive

Repeated

In person

Focus on modifiable behavior

Well timed

Contributes to mutuality


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Receiving Feedback

Denial Vs. OwningRejection Vs. Self-analysis

Projection Vs. Empathy

Displacement Vs. Exploration

Quick acceptance Vs. Data Collection

Withdrawal Vs. Expressing feelings

Aggression Vs. Help seeking

Humor Vs. Concern

Competition with authority Vs. Listening

Cynicism Vs. Positive critical attitude

Generalisation Vs. Experimentation 22


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Managing for Excellence

EXCELLENCE

Manager- as - Master Technician

Manager - as - Conductor

Manager-

as-Developer


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Thank You

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