Interpersonal communication is:

communication which establishes, affirms and/or negotiates relations
between two or more people

usually perceived as always oral in form, but written forms also help
‘manage’ interpersonal relations
1.
ASSERTING
2.
RECEIVING CRITICISM
3.
RESOLVING CONFLICTS
4. APPLICATION: INTERPERSONAL SKILLS IN MEETINGS
PART I
ASSERTING

at the heart of interpersonal communication

refers to the manner by which you make explicit what you think about or
want from another person

acknowledges your rights as an individual and the rights of other people
Non-judgmental
description of behavior
• “You failed to attend
three important
company meetings I
have called for the
past five months.”
• “The awful attitude
you’ve shown by
failing to attend…”
Disclosure of asserter’s
feelings
• “I feel offended by your
failure to attend all
three important
company meetings I
have called for the past
five months.”
• Note: Culture plays a big part in
disclosure of feelings.
Clarification of concrete
and tangible effects of
behavior on asserter
• “You failed to attend
all three important
meetings I have called
recently. This has
resulted in the late
submission of the
company’s 2nd Quarter
Sales Report.”

GIVING FEEDBACK

LISTENING

MAKING REQUESTS AND GIVING DIRECTIVES
Deliver your feedback clearly and appropriately:

What is your feedback about? (Content)

How will you deliver it? (Delivery)

Describe the problem in a non-judgmental way.

Criticize the action or item, not the person.

Focus on what needs to be done.

Be specific and concrete.

Always be constructive.

Check your facts.

Do not embarrass.

If appropriate, accept partial responsibility for the problem.

Respect the other person’s right to respond.

Feedforward.

an assertion strategy

silence or a pause is a form of assertion
Two specific strategies in attentive listening:

Paraphrasing – shows your desire to understand others

Affirming – signals or implies respect for others’ ideas and turn to speak

These are important assertion strategies – you ask others to do
something for you

You are likely to need to do these in the workplace regardless of your
position and status
PART II
RECEIVING CRITICISM
TWO STRATEGIES:

Agree to the criticism

Seek for more information

Ask for specific examples.

Describe a situation and ask whether it illustrates the problem.

Paraphrase the criticism to focus on an outcome.

Ask how you can improve.
PART III
RESOLVING CONFLICTS

Act promptly.

Begin by citing areas on which you agree.

Schedule a meeting.

Listen attentively.

Focus on the problem, not the person.

Brainstorm solutions.

Formalize the solution.

Implement the solution and set a date for follow-up.
Three interpersonal functions of communication
1.
ASSERTING
2.
RECEIVING CRITICISM
3.
RESOLVING CONFLICTS
PART IV
Application:
INTERPERSONAL SKILLS IN MEETINGS

Meetings reveal who you are

Categories of meeting behaviour
◦ Task facilitating
◦ Group maintenance
◦ Self-oriented
Does culture matter in
Interpersonal communication?
In interpersonal communication,
the key term is respect:
◦ Respect for your right to speak, write or be silent
◦ Respect for others’ right to speak, write or be silent
THANK YOU!