Transcript Karre, 2007 - The Chair Academy

Academy for
Leadership & Development
Principle-Centered
Communication
Communication principles for
understanding and managing
communication in the complex role of
organizational leaders.
(Karre, 2007)
Principle 1: Principle of
Inevitability



We cannot NOT communicate
Often, communication is intentional,
purposeful, and consciously motivated
Sometimes we are communicating even
when we are unaware that we are
(Karre, 2007)
Principle 2: Principle of
Irreversibility




We can NOT uncommunicate
What we communicate remains
communicated, although we may try to
qualify, negate, or somehow reduce the
effects of the message
Communication is unrepeatable
Communication is immediate and
present
(Karre, 2007)
Principle 3: Principle of Symmetry and
Asymmetry




All communication is either symmetrical
or asymmetrical
Symmetrical communication is
communication of equality
Asymmetrical communication is
communication of inequality
Dysfunctions of Principle: Competitive
asymmetry, rigid asymmetry, and
progressive differentiation issues
(Karre, 2007)
Principle 4: Principle of Content
and Relationship



All communication transactions have
both content and a relationship
The content dimension includes the
verbal and nonverbal messages sent
The relationship dimension is defined by
the formal and informal relationship
between the communicators
(Karre, 2007)
Principle 5: Principle of
Punctuation



The tendency to divide communication
transactions into sequences of stimuli
and responses
Progressive spirals and regressive spirals
The Ripple Effect
(Karre, 2007)
Learning Review
Defining the Task




Conflict is inevitable
Conflict can be positive
Conflict can be managed
Conflict resolution is not always the goal
Emotional Intelligence




Identifying emotions
Using emotions
Understanding emotions
Managing emotions
(Mayer & Salovey, 1993)
Aristotle’s Challenge
“Anyone can become angry – that is easy.
But to be angry with the right person, to
the right degree, at the right time, for the
right purpose, and in the right way – this is
not easy.”
– Aristotle
Four Domains of
Emotional Intelligence
Personal Competence (Intrapersonal):
How we manage ourselves
 Domain 1: Self-awareness
 Domain 2: Self-management
Social Competence (Interpersonal): How
we manage relationships
 Domain 3: Social-awareness
 Domain 4: Relationship management
(Goleman, 2002)
Personal Competence (Intrapersonal)
Domain 1: Self-Awareness



Emotional self-awareness
Accurate self-awareness
Self-confidence
(Goleman, 2002)
Personal Competence (Intrapersonal)
Domain 2: Self-Management
(Managing Emotions and Self-Motivation)






Self-control
Transparency
Adaptability
Achievement
Initiative
Optimism
(Goleman, 2002)
Social Competence (Interpersonal)
Domain 3: Social Awareness (Relating Well –
Recognizing Emotions In Others)



Empathy
Organizational awareness
Service
(Goleman, 2002)
Social Competence (Interpersonal)
Domain 4: Relationship Management
(Emotional Mentoring – Handling
Relationships)






Inspiration
Influence
Developing others
Change catalyst
Conflict management
Teamwork and collaboration
(Goleman, 2002)
Conflict is Inevitable
Conflict



How do you personally perceive
conflict?
Do you view conflict as an opportunity
or a threat?
What is your current leadership
approach to conflict?
Definition of Conflict


Conflict refers to a disagreement;
opposing points of view
In organizations, conflict occurs when
two or more people perceive their goals
are mutually exclusive
Three Strategies



The Other Person
The Situation
Ourselves
Conflict Management
Responsibilities


A commitment
A mindful approach
The Mindful Approach
Five steps:
 Reframe
 Recognize
 Rehearse
 Respond
 Reflect
(Karre, 2007)
Step 1: Reframe




Conflict is normal and inevitable
A problem needs a solution
Look for a synergistic win-win
Commit to behaving in a productive
manner
(Karre, 2007)
Step 2: Recognize




Core issues
Conflict styles
Emotional responses
Conflict traps
(Karre, 2007)
Recognize Core Issues
Me
You
Context
Relationship
Assertive
Competing
Collaborating
Compromising
Unassertive
CONCERN FOR SELF
Recognize Conflict Styles
Avoiding
Accommodating
Cooperative
Uncooperative
CONCERN FOR OTHERS
(Thomas-Killmann, 1997)
Recognize Emotions
Your emotional response
affects the outcome
Your Style in Conflict
Your Style in Conflict
Your Style in Conflict
Your Style in Conflict
Four Responses to Conflict
Step 3: Rehearse





A Conflict Coaching Model
Minimal Effective Response and
Relationship Reminders
The Three-Part Approach: The AID
Model
Assessing Goals and Reality: The
GROW Model
Crucial Conversations
(Karre, 2007)
A.I.D. Model for Managing
Conflict Productively



Action
Impact
Desired Outcome
(Karre, 2007)
G.R.O.W. Model for Managing
Conflict Productively




Goal
Reality
Options
Wrap-Up
(Karre, 2007)
Crucial Conversation Model
1.
2.
3.
4.
5.
6.
7.
Name the issue.
Select a specific example.
Describe your emotions.
Clarify what is at stake.
Identify contributing factors.
Share your wish.
Invite response.
Step 4: Respond







Be proactive
Remember the principle of irreversibility
Use effective interpersonal communication skills
Use AID, GROW, and the Crucial Conversation
Model
Use conflict management tools
Do not take an asymmetrical communication
position
Be mindful of the punctuation and spirals you begin
(Karre, 2007)
Step 5: Reflect





Was I mindful?
Did I attempt to reframe?
Did I recognize core issues, conflict
styles, and traps?
Did I respond effectively?
What lessons have I learned as I reflect
on managing conflict productively?
(Karre, 2007)
IPDP
Reflection