Skill Applications Chapter Four and Seven
Skill Applications Chapter Four and Seven
Chapter Four-Question 2
Supportive communication mainly applies in situation concerned with interpersonal communication. The two main parties involved in the dialogue are a work colleague and I. First, calling for a dialogue in a peaceful and quiet environment within the office location provided the best setting to address the problems that we were both experiencing with each other. During this time, the break room was appropriate, as it was unoccupied. The conversation started with me explaining the reason for the rendezvous in congruent terms that honestly expressed my feelings. This was effective as Steve responded by accepting the issue of his lateness was a valid subject. I progressed by describing how his lateness had an impact on his work performance and Steve defended himself by stating that he had numerous problems at home with his family. By using the problem-oriented approach, I passed the question on how we could solve the lateness problem to him. This triggered a response containing several proposals that I turned down. I mistakenly invalidated his proposals and this almost led to a collapse in the dialogue. Fortunately, by being specific in the number of times he had shown up for work late, I was able to illustrate the extent of damage caused by his absence.
In the above conversation, the following skills were effective in guiding the interpersonal communication. A descriptive style in tackling the particular occurrence worked to highlight the issue without evaluating the problem. The whole conversation concentrated on the problem rather than the employee as a person. I was able to take responsibility for my decision to insist his compliance with the official working hours. Conversely, the validation skill was not very effective as it resulted in a slight miscommunication.
The results of the mediation process will be evaluated using indicators such as performance or output levels, increased employee interaction as well as higher synergy.
Chapter Seven -Question Two
The objective of this mediation plan is to resolve conflict between two parties successfully. The plan of action involves first having private sessions with both individuals with the intention of understanding the nature, cause and players involved in the conflict. Private sessions were important in grasping different viewpoints of the same issue before making any significant decision. The key objective in the mediation process was to achieve a win-win result for both individuals and effectively quell the conflict. During the mediation process, I also managed to unite the quarrelling parties and ensure that order was restored.
The general feeling was that the conflict was professionally handled and that justice was delivered. In another mediation situation, I would concentrate on listening more on the complaints of both parties as this will greatly reduce the period for conflict resolution.
The results of the negotiation process can be evaluated by checking the nature of the relationship between the negotiating parties. Other methods of assessment include increased productivity.
The integrative negotiation method was applied in a situation involving the negotiation of employee salaries by the trade union and our company. Some of the critical tactics used in the negotiation sessions included constantly reminding all parties of the intention to cooperate in solving the stalemate. I also plan to create an environment that is conducive for the solving of impasse. I also plan to maintain open lines of communication as well as amicable conditions for relaying information among the parties. In the sessions, I learnt that successful negotiation is dependent on the willingness to cooperate and open communication. In future negotiations, I plan to investigate into the differences between both parties during the earlier stages with the intention of ending similar sessions quickly.
Chapter Four – Question Five
The communication situation involving Steve and I was concerned with the issue of keeping official hours in the company. Steve had developed a habit of constantly showing up late for work and this behavior was having a negative effect on his productivity. This habitual lateness was a direct violation of company policy and even though every employee was aware of the rules, Steve still chose to show up late for work. In the face of this discrepancy in operations, it was necessary to have a dialogue with him and resolve the problem. Supportive communication emerged as the best solution to this conflict.
The two main parties involved in the communication process were Steve, an employee and I, the managing director in the same company. Steve was the primary subject of the dialogue, as his official conduct was questionable forcing the immediate supervisor to intervene. There were specific skills used in the supportive communication process including practicing honesty and openness in communicating with Steve. All of the supervisors failed to be honest enough with Steve to mention his poor habit of frequently coming for work late. Another skill used in the communication process applied a problem-oriented approach. By concentrating on the problem at hand, I was able to have a constructive discussion with Steve concerning the issue of lateness. This also avoided the focus on the person as the as the cause of the problem. Typically, most supervisors blame their employees instead of their behavior leading to lower motivation levels among the staff. Concentrating on the specific events or habits that were exhibited by Steve was a skill that enabled me to separate the particular event from other previous incidents While Steve had violated the company’s policies concerning time keeping on various occasions, I treated this particular incident as a unique one. The overall success of the supportive communication process was highly impressive as it yielded a wealth of information and positive results.
The results of the supportive communication process enabled me to realize an improved conduct in Steve in as far as his lateness was concerned. The main objective of engaging in a dialogue with Steve was to initiate a behavior change and this was achieved. After the talk with Steve, the next day, he reported for work on time. Apart from being punctual, he was also conscious of complying with the rest of the company policies. Therefore, the communication process yielded higher productivity and motivation levels in Steve and his colleagues. Lastly, the communication process also provided me with vast experience on employee conduct matters. It was somewhat difficult to quantify the level of success of the supportive communication process using definite figures.
The supportive communication process exhibited several flaws that lowered the effectiveness of the approach. I would introduce several improvements in future communication session with other employees and individuals that would refine the approach. Taking a problem-oriented approach towards tackling Steve’s problem with lateness was appropriate but I noted that it avoided solving problems within the labor force. It was evident that Steve had discipline issues but my approach avoided these and instead concentrated on the problem. Future changes should include solutions that address employee problems on a personal level.
Supportive listening is a significant aspect of supportive communication and I applied this element in solving the conflict that existed between Steve and me. However, several improvements need to be made on the method of listening for dialogue. The communication between Steve and me was conducted using limited responses that were not reflective enough. There is a need for increased supportive listening that focuses on what both parties are expressing in the dialogue. In this way, all the issues can be resolved in a quick way.
In the application of supportive communication, I learnt several things. I learnt that working with human beings requires a fair amount of patience and understanding. Communication was one of the ways through which different people could express their interests and desires. Therefore, enhancing the modes and channels of communication is an important part of changing peoples’ perceptions. Lastly, I learnt that resolving issues within the workplace requires complying with company regulations.
Chapter Seven –Question Five
The mediation situation involving two individuals was related to the topic of resolving a mutual conflict. Both parties had engaged in different activities that triggered a conflict among them. It was apparent that other forms of conflict resolution had been exhausted and that mediation was the most suitable alternative. Collaborative mediation emerged as the best solution to this conflict.
The two major factions concerned in the mediation process were office members working in the same company. The conflicts between the two individuals revolved around disagreements that existed in their interests as well as their desires. There were precise competencies used in the mediation process including conducting private interview sessions with both parties. All of the affected parties wanted to realize all of their interests without considering the other party. Another skill used in the mediation process implemented a win-win approach. By focusing on the problem at hand, I had the opportunity of creating a constructive mediation session with both parties concerning the conflict. This also steered clear of concentrating on the individual as the as the source of the problem. Naturally, most people in disagreements blame the other party instead of their addressing the cause of the conflict between them. Focusing on the detailed events displayed by both individuals was an ability that facilitated me to divide the particular occasion from other preceding incidents. While it was clear that one or both parties in the conflict were at fault on various occasions, I handled this particular event as a special one. The general accomplishment of the mediation process was highly remarkable as it produced a wealth of information and optimistic results.
The outcomes of the meditation process allowed me to perceive an enhanced behavior in both parties in as far as the conflict was concerned. The main aim of entering into a dialogue with both parties was to instigate a compromise among the two and this goal was realized. After the discussion with the two factions, the next day, both individuals were amicably relating after the conflict was resolved. Apart from being cooperative, they were also conscious of the effect of their conflict on the company and sought to mitigate its consequences. Consequently, the mediation process produced higher output and incentive levels between the two colleagues. Finally, the mediation process also offered me with vast experience on contract negotiation matters.
The negotiation process illustrated numerous faults that reduced the usefulness of the approach. Several improvements can be introduced in prospective mediation sessions with other individuals that have the capacity to refine the method. Assuming a win-win approach towards handling the conflict was suitable but I noticed that it steered clear of resolving difficulties within the employees. It was obvious that both parties had restraint issues but my approach evaded these and instead focused on the crisis. Future adjustments should consider answers that deal with staff problems on an individual level. Most of the approaches used especially in the formal sector tend to be inhuman and rigid and this makes them very difficult to implement in variable environments.
In the implementation of mediation skills, I discovered several aspects. I grasped that mediation is a process of balancing the interests of all affected parties and realizing an amicable solution for all parties. Communication emerged as a top-level priority for delivering messages and interests among people with ease. Therefore, mediation should be treated as a method of providing audience and opportunities for conflicts to be resolved without further disagreements. The negotiation process also provided several new insights into conflict management. Reaching a compromise was an important aspect of the negotiation and when the compromise was reached, all the parties became very cooperative.
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