沟通与人际关系技巧

CommunicationandInterpersonalSkills溝通與人際關係技巧TheCommunicationProcess溝通程序ThetransferringandunderstandingofmeaningEXHIBIT12.12圖12-1

3CommunicationProcessTermsEncoding編碼TheconversionofamessageintosomesymbolicformMessage訊息TheactualphysicalproductfromthesourceChannel管道ThemediumbywhichamessagetravelsDecoding解碼Areceiver’stranslationofasender’smessageFeedback回饋Thedegreetowhichcarryingouttheworkactivitiesrequirebyajobresultsintheindividual’sobtainingdirectandclearinformationabouttheeffectivenessofhisherperformance4WrittenVersusVerbalCommunicationsWritten書面Tangible有形Verifiable可查證Morepermanent持久Moreprecise確實Morecareistakenwiththewrittenwords較為周全、具邏輯性和較清晰的比較費時缺乏回饋Verbal口語LesssecureKnownreceiptQuickerresponseConsumeslesstimeQuickerfeedback5TheGrapevine葡萄藤Anunofficialchannelofcommunicationthatisneitherauthorizednorsupported

bytheorganization.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。“Goodinformationpassesamongpeoplefairlyrapidly—badinformation,evenfaster!”6NonverbalCommunications非口語溝通Bodylanguage肢體語言Nonverbalcommunicationcuessuchasfacialexpressions,gestures,andotherbodymovementsVerbalintonation說話音調Anemphasisgiventowordorphrasesthatconveysmeaning7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」8CommunicationBarriers溝通的障礙Filtering過濾作用Thedeliberatemanipulationofinformationtomakeitappearmorefavorabletothereceiver討好接收者而蓄意地操縱資訊。Selectiveperception選擇性認知Selectivehearingcommunicationsbasedonone’sneeds,motivations,experience,orotherpersonalcharacteristics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。Informationoverload資訊過荷Theresultofinformationexceedingprocessingcapacity資訊數量超過處理能耐。9CommunicationBarriers(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TechnicallanguagethatisnotunderstoodbyoutsidersGender性別Mencommunicatetoemphasizestatusandindependence;whereaswomentalktocreateconnectionsandintimacy.Nationalculture民族文化Communicationdifferencesthatarisefromthedifferentlanguagesandnationalcultures10OvercomingBarrierstoEffectivecommunication

克服溝通的障礙UseFeedback使用回饋：檢查溝通的正確性SimplifyLanguage簡化語言：使用易了解的語言。Listenactively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。ConstrainEmotions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。WatchNonverbalCues注意非語言線索：注意行動是否過度，保持語言與行動合度。11UsingSimpleLanguage?12InformationTechnology(IT)Fax，E-mail，Voicemail語音信箱Instantmessaging(IM)即時訊息ElectronicdatainterchangeEDI電子資料交換Teleconferencing視訊會議Video-conferencingIntranets＆ExtranetsWirelesscommunications無線通訊Knowledgemanagement知識管理13面對面對談或會議電話文件書信emailweb同步************速度*******************傳播性***********互動性*****************個人化************豐富性**************吸收及保持性****************成本**************14DevelopingInterpersonalSkills發展人際關係技巧Listeningrequires:PayingattentionInterpretingRememberingsoundstimuliActivelisteningrequires:Listeningattentively(intensely)tothespeaker.Developingempathyforwhatthespeakerissaying.Acceptingbylisteningwithoutjudgingcontent.Takingresponsibilityforcompletenessingettingthefullmeaningfromthespeaker’scommunication.15CharacteristicsofFeedback回饋的特性Positivefeedback正面回饋Ismorereadilyandaccuratelyperceivedthannegativefeedback.Isalmostalwaysaccepted,whereasnegativefeedbackoftenmeetsresistance.Negativefeedback負面回饋Ismostlikelytobeacceptedwhenitcomesfromacrediblesourceorifitisobjective.Subjectiveimpressioncarriesweightonlywhenitcomesfromapersonwithhighstatusandcredibility.16SuggestionsforEffectiveFeedbackFocusonspecificbehaviorKeepfeedbackimpersonalKeepfeedbackgoalorientedMakefeedbackwell-timedEnsureunderstandingDirectnegativefeedbacktowardsbehaviorthatthereceivercancontrolEXHIBIT12.5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

17Effective

Delegation有效授權EXHIBIT12.618ContingencyFactorsinDelegation授權之權變因素EXHIBIT12.7TheSizeoftheOrganization組織大小TheImportanceoftheDutyorDecision任務或決策的重要性TaskComplexity任務複雜度OrganizationalCulture組織文化QualitiesofEmployees員工品質19EmpowermentSkills授權的技能Notabdication非放棄職權

:ClarifyingtheexactjobtobedoneSettingtherangeofdiscretion,theexpectedlevelofperformance,andthetimeframeAllowingemployeestoparticipateInformotherthatdelegationhasoccurredEstablishingfeedbackcontrols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20ManagingConflict管理衝突Conflictdefined定義Perceiveddifferencesresultingininterferenceoropposition由於知覺到不相容的差異，而導致某種形式的干擾或對立Traditionalview傳統觀點Assumedthatconflictwasbadandwouldalwayshaveanegativeimpactonanorganization.Humanrelationsview人群關係觀點Arguedthatconflictwasanaturalandinevitableoccurrenceinallorganizations;rationalizedtheexistenceofconflictandadvocateditsacceptance.Interactionistview互動觀點Encouragesmangerstomaintainongoingminimumlevelofconflictsufficienttokeeporganizationalunitsviable,self-critical,andcreative.21ManagingConflict管理衝突Functionalconflict良性衝突Conflictthatsupportsandorganization’sgoalsDysfunctionalconflict惡性衝突Conflictthatpreventsandorganizationfromachievingitsgoals22ConflictandOrganizationalPerformance衝突與績效23SourcesofConflict衝突來源Communicationdifferences溝通差異Arisingfromsemanticdifficulties,misunderstandings,andnoiseinthecommunicationchannels.Structuraldifferences結構差異Horizontalandverticaldifferentiationcreatesproblemsofintegrationleadingtodisagreementsovergoals,decisionalternatives,performancecriteria,andresourceallocationsinorganizations.Personaldifferences個人差異Individualidiosyncrasiesandpersonalvaluesystemscreateconflicts.24DimensionsofConflict(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Thedegreetowhichanindividualwillattempttorectifyaconflictbysatisfyingtheotherperson’sconcerns.Assertiveness圖利自己才可平息衝突之程度Thedegreetowhichanindividualwillattempttorectifytheconflicttosatisfyhisorherownconcerns.25DimensionsofConflict(cont’d)Conflict-handlingtechniquesderivedfromThomas’cooperativeandassertivenessdimensions:Competing(assertivebutuncooperative)競爭Collaborating(assertiveandcooperative)合作Avoiding(unassertiveanduncooperative)迴避Accommodating(unassertivebutcooperative)讓步Compromising(midrangeonassertivenessandcooperativeness)妥協26ConflictManagementWhatWorksBestandWhenEXHIBIT12.10Strategy BestUsedWhenAvoidance Conflictistrivial,whenemotionsarerunninghighandtime isneededtocoolthemdown,orwhenthepotentialdisruption fromanassertiveactionoutweighsthebenefitsofresolution

Accommodation Theissueunderdisputeisn’tthatimportanttoyouorwhen youwanttobuildupcreditsforlaterissuesCompeting Youneedaquickresolutiononimportantissuesthatrequire unpopularactionstobetakenandwhencommitmentby otherstoyoursolutionisnotcriticalCompromise Conflictingpartiesareaboutequalinpower,whenitis desirabletoachieveatemporarysolutiontoacomplexissue, orwhentimepressuresdemandanexpedientsolutionCollaboration Timepressuresareminimal,whenallpartiesseriouslywanta win-winsolution,andwhentheissueistooimportanttobe compromised27處理衝突的解決之道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。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28什麼時候該妥協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29StimulatingConflict刺激衝突Conveytoemployeesthemessagethatconflicthasitslegitimateplace.Usehot-buttoncommunicationswhilemaintainingplausibledeniability.Issueambiguousorthreateningmessages.Centralizedecisions,realignworkgroups,increaseformalizationandinterdependenciesbetweenunits.Appointadevil’sadvocatetopurposelypresentargumentsthatruncountertothoseproposedbythemajorityoragainstcurrentpractices.30Negotiation協商談判Negotiationdefined定義Aprocessinwhichtwoormorepartieswhohavedifferentpreferencemustmakeajointd