沟通与人际关系技巧(1)

nullChapter 12Chapter 12Communication and Interpersonal Skills 溝通與人際關係技巧The Communication Process溝通程序The Communication Process溝通程序The transferring and understanding of meaning EXHIBIT 12.1null圖12-1 Communication Process TermsCommunication Process TermsEncoding編碼 The conversion of a message into some symbolic form Message訊息 The actual physical product from the source Channel管道 The medium by which a message travels Decoding解碼 A receiver’s translation of a sender’s message Feedback回饋 The degree to which carrying out the work activities require by a job results in the individual’s obtaining direct and clear information about the effectiveness of his her performance Written Versus Verbal CommunicationsWritten Versus Verbal CommunicationsWritten書面 Tangible有形 Verifiable可查證 More permanent持久 More precise確實 More care is taken with the written words 較為周全、具邏輯性和較清晰的 比較費時 缺乏回饋 Verbal口語 Less secure Known receipt Quicker response Consumes less time Quicker feedback The Grapevine葡萄藤The Grapevine葡萄藤An unofficial channel of communication that is neither authorized nor supported by the organization.組織中非正式的溝通方式，它既不被組織認可，也不被組織支持，然而，資訊卻藉由口耳相傳而散佈開來。 “Good information passes among people fairly rapidly—bad information, even faster!” Nonverbal Communications非口語溝通Nonverbal Communications非口語溝通Body language肢體語言 Nonverbal communication cues such as facial expressions, gestures, and other body movements Verbal intonation說話音調 An emphasis given to word or phrases that conveys meaningnull你想要表達的 100%你實際表達的 80%被別人聽到的 60%被別人理解的 40%被別人記住的 20%溝通中存在的「資訊漏斗」Communication Barriers溝通的障礙Communication Barriers溝通的障礙Filtering過濾作用 The deliberate manipulation of information to make it appear more favorable to the receiver 討好接收者而蓄意地操縱資訊。 Selective perception選擇性認知 Selective hearing communications based on one’s needs, motivations, experience, or other personal characteristics 基於個人的需求、動機、經驗、背景以及其它的人格特徵，而選擇性地聽聞。 Information overload資訊過荷 The result of information exceeding processing capacity 資訊數量超過處理能耐。Communication Barriers (cont’d)Communication Barriers (cont’d)Emotion情緒：溝通訊息時，常因個人是高興或悲傷而有不同的解釋。 Jargon術語、行話 Technical language that is not understood by outsiders Gender性別 Men communicate to emphasize status and independence; whereas women talk to create connections and intimacy. National culture民族文化 Communication differences that arise from the different languages and national culturesOvercoming Barriers to Effective communication 克服溝通的障礙Overcoming Barriers to Effective communication 克服溝通的障礙Use Feedback使用回饋：檢查溝通的正確性 Simplify Language簡化語言：使用易了解的語言。 Listen actively主動傾聽：先仔細聽對方說的訊息 ，不要對訊息做不成熟的判斷、解釋，或先思考回應什麼。 Constrain Emotions控制情緒：確定情緒穩定，當不穩定時暫時停止溝通，直到平靜下來。 Watch Nonverbal Cues注意非語言線索：注意行動是否過度，保持語言與行動合度。Using Simple Language?Using Simple Language?Information Technology (IT)Information Technology (IT)Fax，E-mail，Voice mail語音信箱 Instant messaging (IM)即時訊息 Electronic data interchange EDI電子資料交換 Teleconferencing視訊會議 Video-conferencing Intranets＆Extranets Wireless communications無線通訊 Knowledge management知識管理nullDeveloping Interpersonal Skills發展人際關係技巧Developing Interpersonal Skills發展人際關係技巧Listening requires: Paying attention Interpreting Remembering sound stimuli Active listening requires: Listening attentively (intensely) to the speaker. Developing empathy for what the speaker is saying. Accepting by listening without judging content. Taking responsibility for completeness in getting the full meaning from the speaker’s communication. Characteristics of Feedback回饋的特性Characteristics of Feedback回饋的特性Positive feedback正面回饋 Is more readily and accurately perceived than negative feedback. Is almost always accepted, whereas negative feedback often meets resistance. Negative feedback負面回饋 Is most likely to be accepted when it comes from a credible source or if it is objective. Subjective impression carries weight only when it comes from a person with high status and credibility.Suggestions for Effective FeedbackSuggestions for Effective FeedbackFocus on specific behavior Keep feedback impersonal Keep feedback goal oriented Make feedback well-timed Ensure understanding Direct negative feedback towards behavior that the receiver can controlEXHIBIT 12.5針對特定的行為 對事不對人 目標導向的回饋 適時回饋 確保了解 針對接收者所能控制的行為提出負面的回饋 Effective　Delegation有效授權Effective　Delegation有效授權EXHIBIT 12.6Contingency Factors in Delegation授權之權變因素Contingency Factors in Delegation授權之權變因素EXHIBIT 12.7The Size of the Organization組織大小 The Importance of the Duty or Decision任務或決策的重要性 Task Complexity任務複雜度 Organizational Culture組織文化 Qualities of Employees員工品質Empowerment Skills授權的技能Empowerment Skills授權的技能Not abdication非放棄職權 : Clarifying the exact job to be done Setting the range of discretion, the expected level of performance, and the time frame Allowing employees to participate Inform other that delegation has occurred Establishing feedback controls釐清任務 指定員工負責的範圍、預期的績效、完成時限 允許員工參與 通告授權 建立回饋的管道Managing Conflict管理衝突Managing Conflict管理衝突Conflict defined定義 Perceived differences resulting in interference or opposition由於知覺到不相容的差異，而導致某種形式的干擾或對立Traditional view傳統觀點 Assumed that conflict was bad and would always have a negative impact on an organization. Human relations view人群關係觀點 Argued that conflict was a natural and inevitable occurrence in all organizations; rationalized the existence of conflict and advocated its acceptance. Interactionist view互動觀點 Encourages mangers to maintain ongoing minimum level of conflict sufficient to keep organizational units viable, self-critical, and creative.Managing Conflict管理衝突Managing Conflict管理衝突Functional conflict良性衝突 Conflict that supports and organization’s goals Dysfunctional conflict惡性衝突 Conflict that prevents and organization from achieving its goalsConflict and Organizational Performance衝突與績效Conflict and Organizational Performance衝突與績效Sources of Conflict衝突來源Sources of Conflict衝突來源Communication differences溝通差異 Arising from semantic difficulties, misunderstandings, and noise in the communication channels. Structural differences結構差異 Horizontal and vertical differentiation creates problems of integration leading to disagreements over goals, decision alternatives, performance criteria, and resource allocations in organizations. Personal differences個人差異 Individual idiosyncrasies and personal value systems create conflicts.Dimensions of Conflict (Thomas)處理衝突的基本風格Dimensions of Conflict (Thomas)處理衝突的基本風格Cooperativeness可以圖利他人以處理衝突之程度 The degree to which an individual will attempt to rectify a conflict by satisfying the other person’s concerns. Assertiveness圖利自己才可平息衝突之程度 The degree to which an individual will attempt to rectify the conflict to satisfy his or her own concerns.Dimensions of Conflict (cont’d)Dimensions of Conflict (cont’d)Conflict-handling techniques derived from Thomas’ cooperative and assertiveness dimensions: Competing (assertive but uncooperative)競爭 Collaborating (assertive and cooperative)合作 Avoiding (unassertive and uncooperative)迴避 Accommodating (unassertive but cooperative)讓步 Compromising (midrange on assertiveness and cooperativeness)妥協Conflict Management What Works Best and WhenConflict Management What Works Best and WhenEXHIBIT 12.10Strategy Best Used When Avoidance Conflict is trivial, when emotions are running high and time is needed to cool them down, or when the potential disruption from an assertive action outweighs the benefits of resolution Accommodation The issue under dispute isn’t that important to you or when you want to build up credits for later issues Competing You need a quick resolution on important issues that require unpopular actions to be taken and when commitment by others to your solution is not critical Compromise Conflicting parties are about equal in power, when it is desirable to achieve a temporary solution to a complex issue, or when time pressures demand an expedient solution Collaboration Time pressures are minimal, when all parties seriously want a win-win solution, and when the issue is too important to be compromised處理衝突的解決之道處理衝突的解決之道迴避 問題不重要時 已經知道自己沒有機會獲利 需要冷卻情緒時 當別人可以幫你處理得更好時 當你需要再收集資訊時低低高高利己之心利他之心妥協讓步 當發現自己堅持有錯時 需要降低損失時 當和諧和及穩定重要性高於一切時 需要以退為進、留個後路時 當發現對方的重要性較高時合作 要獲得共識時 為了維持雙方良好關係 你的目標只是從中學習時競爭 當問題重大且你確信你的看法正確時。 對付喜歡得寸進尺、貪得無厭的對手。 需要快速作出重大行動時。什麼時候該妥協compromising？什麼時候該妥協compromising？當整體目標高於一切，且不值得為衝突撕裂關係時 面臨時間壓力時，較折中的解決辦法 衝突可以因而獲得暫時解決時 作為合作及競爭策略失敗的備援策略Stimulating Conflict刺激衝突Stimulating Conflict刺激衝突Convey to employees the message that conflict has its legitimate place. Use hot-button communications while maintaining plausible deniability. Issue ambiguous or threatening messages. Centralize decisions, realign work groups, increase formalization and interdependencies between units. Appoint a devil’s advocate to purposely present arguments that run counter to those proposed by the majority or against current practices.Negotiation協商談判Negotiation協商談判Negotiation defined定義 A process in which two or more parties who have different preference must make a joint decision and come to an agreement Distributive bargaining瓜分式議價 Negotiation under zero-sum conditions, in which the gains by one party involve losses by the other party Integrative bargaining整合式議價 Negotiation in which there is at least one settlement that involves no loss to either partyDetermining the Bargaining Zone議價空間Determining the Bargaining Zone議價空間EXHIBIT 12.11Developing Effective Negotiation Skills 如何培養有效的談判技巧 Developing Effective Negotiation Skills 如何培養有效的談判技巧 Research the individual with whom you’ll be negotiating.調查你的對手 Begin with a positive overture.以正面的提議開始 Address problems, not personalities.強調問題而非個人問題 Pay little attention to initial offers.忽略原始的提議 Emphasize win-win solutions.強調雙贏的解 Create an open and trusting climate.創造公開互信的氣氛 If needed, be open to accepting third-party assistance.開放接受第三者的幫助How Do You Make a Presentation?如何做好報告How Do You Make a Presentation?如何做好報告Prepare for the presentation. Make your opening comments. Make your points. End the presentation. Answer questions.準備報告 作開場白 陳述你的重點 口頭報告的收尾 回答問題