Communicati
on for Team
Building &
Leadership
Why interpersonal
relationships?
• Stable and satisfying interpersonal relationships are
fundamental to human motivation, health, and well-
being
• Our interconnectedness to others affects our biology,
our physical health and survival, and our emotional
health and well-being
• Interpersonal relationships make our lives meaningful
• Contribute to our happiness and the meaningfulness
of our lives, they also cause stress
Why study interpersonal
communication?
01 02 03 04
Foster teamwork Workplace errors Improve your Necessary for
and leadership by professionals personal and managers to help
abilities, and these involve failures in professional their employees do
things will make communication relationships by their jobs
you more more than helping you to successfully
attractive to technical errors express thoughts
employers alone and intent clearly
What is interpersonal
communication?
A dynamic form of communication between two
(or more) people in which the messages exchanged
significantly influence their thoughts, emotions,
behaviors, and relationships.
Principles of Interpersonal
Communication
• Conveys both content and relationship information
• Can be intentional or unintentional
• Is irreversible
• Is dynamic
Motives for Interpersonal
Communication
• Human needs
• Specific goals
Working in Groups and
Teams
Perceiving others more accurately
• Perception Checking:
I. a description of the behaviour you noticed
II. two or more possible interpretations of the behaviour
III. a request for clarification about how to interpret the behaviour
• Building Empathy
I. perspective taking—the ability to take on the viewpoint of another person
II. emotional contagion - experiencing the same feelings that others have
III. a genuine concern for the welfare of the other person
An intense reaction to an event that involves interpreting
What is an event meaning, becoming physiologically aroused, labeling
emotion? the experience as emotional, managing reactions, and
communicating through emotional displays and disclosures
(Gross, Richards, & John, 2006).
Body Temperatures Associated with Various Emotions
Expressing Emotions Effectively
Recognize Use Express Accept Choose
your feelings appropriate multiple the the best time
language to feelings responsibility and place to
express of your express your
feelings feelings feelings
Managing Emotions
Facilitative emotions contribute to effective functioning
Debilitative emotions hinder or prevent effective performance
Debilitative emotions are usually more intense and longer lasting
than facilitative emotions and are frequently based on irrational
thinking.
Irrational Thinking and
Debilitative Emotions
• The Fallacy of Perfection
• The Fallacy of Approval
• The Fallacy of Should
• The Fallacy of Overgeneralization
• The Fallacy of Causation
• The Fallacy of Helplessness
• The Fallacy of Catastrophic Expectations
Minimizing Debilitative Emotions
Monitor your Note the Record your Dispute your Change your
emotional activating self-talk irrational self-talk
reactions event beliefs
Maximizing Facilitative Emotions
Ruminate on Cultivate Emotional agility is ability to
positives emotional agility face our emotions, label them,
understand them, and then
choose to move forward
deliberately.
Creating Supportive
Climates
The social tone of a relationship
What Is Communication Climate?
How Communication Climates
Develop
conveys “you exist,” “you matter,” “you’re
Confirming communication important”
Disconfirming communication signals a lack of regard
Message Types Along the Confirmation–Disconfirmation Spectrum
Confirming Disagreeing Non-Confirming
Endorsement Acknowledgement Recognition Argumentativeness Complaining Aggressiveness Ostracism
C
Valuing Non-Valuing
Creating Supportive Climates
Defensive Behaviour Supportive Behaviour
Evaluation Description
Control Problem orientation
Strategy Spontaneity
Neutrality Empathy
Superiority Equality
Certainty Provisionalism
Invitational
communication
An approach that welcomes others to see your
point of view and to freely share their own.
Managing Conflict
What Is An expressed struggle that inevitably occurs between
at least two interdependent parties who perceive
Conflict? incompatible goals, scarce resources, and interference
from the other party in achieving their goals.
High Competition Collaboration
(Win-Lose) (Win-Win)
My Way Our Way
Concern for self
Conflict Compromising
Half-Way
Styles
Avoidance Accommodation
(Lose-Lose) (Lose-Win)
No Way Your Way
Low Concern for others High
When to Use Each Conflict Style
Factor Avoidance Accommodation Competition Compromise Collaboration
(Lose–Lose) (Lose–Win) (Win–Lose) (Win–Win)
When the issue is When the issue is of When the issue is not When the issue is When the issue is too
The issue’s of little importance more importance to the important enough to moderately important but important for a
importance other person than you negotiate at length not enough for a compromise
stalemate
To cool down and When you discover When you’re When both sides are When you can merge
gain perspective you’re wrong convinced that your strongly committed to insights with someone
Point of view position is right and mutually exclusive goals who has a different
necessary perspective on the
problem
When the issue When the long-term cost When there is not To achieve quick, When you are willing to
Time isn’t worth a lot of of winning might not be enough time to seek temporary solutions to invest the necessary time
time and effort worth the short-term gain a win–win outcome complex problems and energy
When the costs of To build up credit for When the other When you jeopardize When the long-term
Relational confrontation later conflicts person is not willing nothing important on relationship is important
considerations outweigh the to seek a win–win either side
benefits outcome
To stay away from When the issue isn’t To protect yourself As a backup mode when To produce creative
Rationale either unnecessary important or the costs of against an collaboration doesn’t solutions
risk or unnecessary challenging the other unacceptable threat work
involvement party are too high
Conflict Management in Practice
1 2 3 4 5 6 7
Define Share your Listen to Generate Evaluate Implement Follow up
your needs with the other possible the possible the solution on the
needs the other person’s solutions solutions solution
person needs and choose
the best
one
Personal Skills
• Encouraging participation
• Harmonizing
• Relieving tension
• Evaluating the group’s emotional
climate
• Giving praise
• Listening thoughtfully to the
concerns of others
What is leadership?
Motivating and influencing people to accomplish a goal or objective
What are the various types of
leadership?
Designated Leader Emergent Leader Distributed Leadership
Types of Power
Legitimate Expert Reward
power power power
Coercive Referent
power power
Leadership that Supports Diversity and
Inclusion
Feeling safe
Being involved and engaged in the workgroup
Feeling respected and valued
Feeling influential
Feeling free to be authentic and whole
Recognizing, attending to, and honouring diversity
What is Leadership
Communication?
A controlled, purposeful transfer of
meaning by which individuals influence a
single person, a group, an organization,
or a community by using the full range of
their communication abilities and
resources to connect positively with their
audiences, overcome interferences, and
create and deliver messages that guide,
direct, motivate, or inspire others to
action.
Why Work on Leadership
Communication?
• Effective leadership depends on the ability to connect to others and,
through that connection, guide, direct, motivate, and inspire.
• Good communication skills enable, foster, and create the
understanding and trust necessary to encourage others to follow a
leader.
• Without effective communication, a leader is not a leader.
Strategies for Effective
Leadership Communication
• Choose your words wisely
• Say what you mean
• Listen to every member
• Repeat key points to ensure your team members remember
them
• Use analogies to ensure all members are on the same page
• Mirror the body language, patterns and communication
style of everyone
• Share stories to illustrate key points and help your team
members remember them
Giving and
Receiving
Feedback
Giving Feedback
• Harsh feedback does not help people thrive and
excel
• Positive feedback is critical for learning
• Telling someone how to fix a problem is often the
wrong approach
• Ask “hero questions” that focus on their strengths
and stories of success.
• Diagnose challenges
• Shape the path
Receiving Feedback
• Ask for feedback is an ongoing basis
• Control your defensiveness
• Assume best intentions
• Listen for understanding
• Clarify what the feedback means
• Respond to feedback
• Share your own views
• Jointly agree on ways to improve
• Thank the person for giving the feedback. Show
appreciation
