Chapter 5: Interpersonal Skills 1. Building Positive Relationships A. Communication Climate 1. Use descriptive I language 2.

Focus on solving problems, not controlling other 3. Be honest: Dont Manipulate 4. Show concern for others 5. Demonstrate an attitude of equality 6. Keep an open mind B. Giving Praise 1. Praise promptly 2. Make praise specific 3. Praise progress, not just perfection 4. Praise Intermittently 5. Relay Praise 6. Praise sincerely 2. Dealing with criticism A. Offering a constructive Feedback 1. Consider the content a. Limit the criticism to one topic b. Make sure criticism is accurate c. Define problem clearly d. Show how your criticism can benefit the recipient 2. Consider the sender a. Choose the most credible critic b. Make sure the criticism is appropriate to the critics role. 3. Consider the relational climate a. Deliver remarks as part of a positive relationship b. Accept partial responsibility for the problem. c. Accompany your criticism with an offer to help. 4. Consider the Delivery a. Delivery criticism in a face-saving manner. b. Avoid sounding and looking judgmental. B. Responding to criticism. 1. Seek more information a. Ask for examples or clarification b. Guess about the details of the criticism c. Paraphrase the critic d. Ask what the critic wants 2. Agree with the criticism a. Agree with the fact

b. Agree with the critics right to his or her own perception c. Emphasize areas of common ground 3. Work for a cooperative solution a. Ask for the chance to state your point of view b. Focus on a solution, not on finding faults 4. Dealing with difficult people a. Incivility: Bad words b. Bullying c. Sexual harassment 3. Managing Conflict A. What are conflicts about? 1. The topic at hand 2. The process 3. Relational Issues 4. Ego/Identity Issues B. Approaches to Conflict 1. Avoiding 2. Accommodating 3. Competing 4. Collaborating 5. Compromising C. Handling Conflicts Constructively 1. Negotiation Strategies and outcomes 2. Preparing to negotiate a. Clarify your interest and needs b. Consider the best time to raise the issue c. Consider the cultural differences d. Prepare your statement D. Conducting the negotiation 1. Identify the ends both parties are seeking 2. Brainstorm a list of possible solutions 3. Evaluate the alternative solutions 4. Implement and follow up the solution E. Win-Win Problem Solving in Action

Chapter 6: Principles of Interviewing 1. Planning the interview A. Define the goal B. Identify and analyze the Other Party 1. Knowledge Level

2. The Others concept of self 3. Your image 4. Attitude C. Prepare a list of topics D. Choose the best interview structure 1. Highly Structured 2. Nonstructured 3. Moderately structured E. Consider possible questions 1. Primary and secondary questions 2. Open and closed questions 3. Factual and opinion questions 4. Direct and indirect questions 5. Hypothetical and critical Incident Questions 6. Leading Questions F. Arrange the Setting 1. Time 2. Place 2. Conducting the interview A. Opening 1. Greeting and building Rapport 2. Orientation a. Explain the reason for the interview b. Explain what information is needed and how it will be used c. Clarify any ground rules d. Mention the approximate length of the interview 3. Reason for the interview 4. Information needed 5. Ground rules 6. Length 7. Motivation B. Body 1. Responsibilities of the interviewer a. Control and focus the conversation b. Listen actively c. probe important information: Elaboration, clarification, paraphrasing, silence and prods 2. The interviewees Role a. Listen actively b. Give clear, detailed answers c. Correct any misunderstandings d. Cover your own agenda

C. Closing 1. Review and clarify the results of the interview 2. Establish future actions 3. Conclude with pleasantries 3. The Ethics of Interviewing A. Obligations of the interviewer 1. Make Only promises you are willing to keep 2. Keep confidences 3. Allow the interviewee to make free responses 4. Treat every interviewee with respect B. Obligations of the interviewee 1. Dont misrepresent the facts or your position 2. Dont waste the interviewers time 4. Sample Interview Plan Detailed and lengthy example of Interview. Chapter 7: Types f Interviews 1. The information-gathering Interview A. Collect background Information B. Define Interview Goals and Questions C. Choose the right Interviewee 2. The Career research interview A. The value of personal contacts B. Choosing Interviewees C. Contracting Prospective Interviewees D. Following Up 3. The Employment Interview A. Pre-Interview Steps 1. Conduct Background research 2. Contact Potential Employers 3. Prepare for possible interview Formats a. Panel Interview b. Stress Interview c. Audition interview d. Behavioral interview 4. Think Constructively 5. Dress Appropriately and act professionally B. During the Interview 1. Anticipate Key Questions 2. Respond to the Employers Needs and concerns 3. Be honest

4. Emphasize the positive 5. Back up your answers with evidence 6. Keep your answers brief 7. Be enthusiastic 8. Have your own questions answered 9. Rehearsing an Interview C. Post Interview Follow-Up D. Interviewing and the Law E. Sample Employment Interview 4. The performance Appraisal Interview A. Definition and Importance B. Steps in the Appraisal Process 1. Review Progress 2. Discuss Success Problems and Needs 3. Set Goals 4. Review and Respond to the Written Record Chapter 7: Working in Teams 1. Nature of teams A. Teams are essential B. Advantages of teams 1. Productivity 2. Accuracy 3. Greater commitment 4. Greater enthusiasm C. Characteristics of work groups 1. Size (3-7) 2. Interaction 3. Shared purpose 4. Interaction over time 5. Interdependence 6. Identity D. What makes a team? 1. Clear and Inspiring shared goals 2. Results-driven structure 3. Competent Team members 4. Unified Commitment 5. Collaborative climate 6. Standards of excellence 7. External support and recognition 8. Principled leadership

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E. Virtual tams 1. Advantages a. Efficiency b. Leveling status 2. Can meet in real time 3. Can use asynchronous meetings Leadership and influence in Groups and Teams A. Perspectives on leadership 1. Trait approach 2. Style approach a. Authoritarian b. Democratic c. Laissez-faire B. Contingency approaches 1. Leader-member relations 2. Task structure 3. Leaders power C. Life-cycle theory 1. Leader Member Exchange D. Becoming a Leader 1. Emergent Leader selected by: a. Method of residues 2. Lateral leadership Designated Leader Self-Directed Work Teams A. Power and influence of the members 1. Position power 2. Coercive power 3. Reward power 4. Expert power 5. Referent power 6. Information power 7. Connection power Functional perspective A. Task Roles B. Relational roles Desirable Norms A. The person who violates the norm: 1. Delaying the action 2. Hinting 3. Discussing openly 4. Ridiculing 5. Rejection

B. Create desirable norms early C. Comply with established Norms 6. Create Cohesiveness A. Share compatible goals B. Progress toward goals C. Share norms and values D. Reduce feeling of thread E. Create interdependence F. Competition G. Share team experiences