Concepts, Applications, Skills Development
Power, Politics, Conflict, and Stress
Jung Personality Types
Sensing / Thinking
A logical information processor/factual decision maker who works well with things. Sensing / Feeling A logical information processor/conceptual decision maker who works well with people. Intuition/Feeling An insightful/hunch information processor/conceptual decision maker who works well with people.
An insightful/hunch information processor/factual decision maker who works well with things.
Extraversion Agreeableness Neuroticism Conscientiousness Openness to Experience
5 Personality Traits
•The process of selecting, organizing, and interpreting environmental information.
Bias In Perception
•People perceive the same behavior differently because of:
– – – – Selectivity Frame of reference Stereotypes Expectation
Read the phrase in the triangle below:
Bird in the the hand
•Positive or negative evaluations of people, things, and situations.
•Managers’ attitudes, expectations, and treatment of employees largely determine performance.
Sources & Bases of Power
Coercive Connection Reward Legitimate Referent
Political Behaviors and Guidelines for Developing Political Skills
• Learn the Culture •Learn the Power Players • Don’t Surprise Your Boss • Be an Honest Team Player • Stay Tuned to the Grapevine • Resolve Conflicts RECIPROCITY COALITIONS
Conflict & Performance
Dysfunctional Low Low
Level of Conflict
Conflict Management Styles
High Concern for Others’ Needs
Passive You Win, I Lose
High Concern Collaborating for Assertive Others’ and You Win, I Win Own Needs
Assertive You Win Some, I Win Some
Low Concern for Others’ and Own Needs
Passive You Lose, I Lose
Aggressive You Lose, I Win
High Concern for Own Needs
5 Conflict Styles
Avoid Negotiate Force
The Collaborating Conflict Style
Step 1. Plan a BCF statement that maintains ownership of the problem.
Step 2. Present your BCF statement and agree on the conflict. Step 3. Ask for, and/or give, alternative conflict resolutions. Step 4. Make an agreement for change.
Step 1. Listen to and paraphrase the conflict using the BCF model
Step 1. Have each party state their complaint using the BCF model. Step 2. Agree on the conflict problem(s). Step 3. Develop alternative conflict resolutions.
Step 2. Agree with some aspect of the complaint.
Step 3. Ask for, and/or give, alternative conflict resolutions. Step 4. Make an agreement for change.
Step 4. Make an agreement for change.
Step 5. Follow up to make sure the conflict is resolved.
4 Steps of Planning Negotiations
Research other party
Set objectives Develop options
The Stress Tug-of-War
Causes of Stress
Personality Type Organizational Culture Management Behavior
Stress Management Techniques
Functional Stress High Performance
Positive Thinking Support Network
Burnout Low Performance
Stress-Free Low Performance