DOMAIN 1INTERPERSONAL

SKILLS (IPS)

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Definition

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Klein, DeRouin & Salas (2006), defined IPS as an:“umbrella term” that refers to “goaldirected behaviors, including communication and relationship-building competencies, employed in interpersonal interaction episodes characterized by complex perceptual and cognitive processes, dynamic verbal and nonverbal interaction exchanges, diverse roles, motivations, and expectancies”

Interpersonal Relationship

• Interpersonal Relationships are social

associations, connections or affiliations between

two or more people.

• They imply the discovery or establishment of

common ground and may be centered on

something shared in common.

ESSENTIAL IP COMPETENCIES

–Self awareness–Control–Motivation–Acknowledging the interests of

subordinates–Communication skills

Factors Hampering Interpersonal Interactions

Poor Listening Emotional Arousal Lack of Time Differences in objective

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Intrapersonal CommunicationIntrapersonal communication could be called our inner monologue. When we sit down to think of ways to solve a problem, we're communicating intrapersonally. Even during those moments of quiet reflection about ourselves, our goals in life, our beliefs, values and expectations, we are communicating with ourselves. Intrapersonal communication also includes dreams, fantasies, talking out loud to yourself and writing, such as in a journal.

Interpersonal CommunicationInterpersonal communication takes place between at least two people. A conversation over a candlelit dinner, a phone call and this article are all considered interpersonal communication. One person sends a message, either by talking or writing, or even with body language, and at least one other person receives that message. Effective interpersonal communication depends on the messenger's ability to convey their exact meaning without ambiguity.

Interpersonal skills

• Necessary for relating and working with others

• Effective communication skills – listening and expressing

• Ability to give and receive feedback• Being able to work well in teams or groups

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Benefits

• Personal relationships• Professional relationships• Employment related skill• Team or group work in college• Learn about other perspectives• Share work load

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4 types of personality

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4 TYPES OF

PERSONALITY

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The Big Four TemperamentsUnlike personality, temperament is something we were born with. Our raw materials. Over the years people change and shape their personalities. temperament isn’t something we could easily change. It’s the real us. It stays and hides deep inside. 

The big four temperaments was first discovered by Tim LaHaye.

The theories had developed and helped numbers of souls in learning the society.

According to Florence Littauer’s Personality Plus (a great book and absolutely a must read for those who are interested in learning temperaments) 

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Each Person Is a Unique BlendProbably no one else has ever come up with the exact blend of strengths and weaknesses each individual have. Most people have high totals in one temperament, with a secondary in another temperament and some scattered traits. Some people are evenly distributed, and these are usually Peaceful Phlegmatic, for they are the all-purpose people and also the ones who have difficulty in deciding their traits.

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Intrapersonal relationship

What YOU NEED TO KNOW?• Self-concept • Self-Awareness

–Intrapersonal Intelligence–Intrapersonal Communication

• Self-image• Self-Analysis

Why YOU should know? • Self-development

– accept that self development - input to family development leads to national development.

– we don’t give much priority to self development because we see our development - dependent.

– Western culture – believe that self-development - leads to family development - leads to national development - strongly admit that self-development leads to high degree of IQ.

• Pre-requisite for a better Inter-personal relationship • Identifying and separating the toxic characters • creating and enhancing supportive characters

SELF-CONCEPT • Actual Self

– How you see yourself • needs to impress others.• Whatever you see yourself may be true to you, but

not necessarily the true to others. • Any characteristic/attribute’ you think you are

superior in may be an abstract or subjective. Change from time to time ; change from place to place and change from person to person.

–Example, if you think you are so beautiful, please see that it may be a truth to you and may be to some people.

SELF-CONCEPT • Ideal Self

– How you would like to see yourself • If actual self is wrong, you may not know what is

your ideal self. • Social Self

– How you feel others see you.• You start to feel social self under assumption or

someone should come and tell about you. • Whether it is positive or negative, go for self-

testing. If it is positive, happy over it; if it is negative, see if there is truth in it, if it is so correct it.

SELF-CONCEPT

• Ideal Social Self – How you would like others see you

• Expected Self– How you expect you to see yourself at some specified

future time. • Extended Self

– The interrelationship between your self-image and your possessions.

Is “the self” alterable?

• Become a different or improved self – To modify their appearances (makeover) that

helps alter people’s selves. – Personal Vanity

• Associated with acting self-important, self-interested, or admiring one’s own appearance or achievements

• Physical Vanity and Achievement Vanity

Sample Items from a Vanity Scale • Physical-Concern Items (Ideal self)

– The way I look is extremely important to me– I am very concerned with my appearance– It is important that I always look good

• Physical-View Items (social self)– People notice how attractive I am– People are envious of my good looks– My body is sexually appealing

• Achievement-Concern Items– Professional achievements are an obsession with me– Achieving greater success than my peers is important to me– I want my achievements to be recognized by others

• Achievement-View Items– My achievements are highly regarded by others – I am a good example of professional success – Others wish they were as successful as me

SELF-AWARENESSBe aware of yourself Be clear about

• Strengths• Weaknesses • Values• Opinions• Goals and • Dreams

Understand yourself Intra is a pre-requisite to inter

Self-awareness • Self-awareness leads to self intelligence

– How well you get along with yourself• Body• Mind

• Body and Mind function on opposite laws.– Building mind is effortless; you can’t remember

something through efforts. The memory comes when you relax.

– whereas to build body, you need to do a lot of efforts. You have to gym, aerobics, diet etc etc.

SELF-AWARENESS:INTRAPERSONAL COMMUNICATION & UNDERSTANDING

• Active internal involvement of the individual – Becoming yourself a sender and a receiver.

• ENCODING-A PROCESS WITHIN– Elimination of gap between intended message and message sent

• Thinking• Practising

• PRAYER (My mother)• CRYING (not with tears)

– Crying to show your displeasure or to exhibit your sorrow or sometime to vouch your disability (natural emotional disclosure). I call it as the strengh of human-being. But if you cry to get something done, it is nothing but your weakness.

– Women cry because they are emotionally strong. • Day Dreaming • Talking to oneself (My experience while researching)• Writing diary • Internal monologue (inner voice) Ms. Indira Gandhi (MISA IN 1971-political disorder)

SELF-IMAGE• Self-schema• How you form your self-image

– Learned about himself/herself– From personal experiences – Internalizing judgment of others – Problems with Relationships? Could it be your

Self Image?Wait until others accept your self-mage

How to foster the self-imageTake a self-image inventory Define personal goals and objectives Set realistic and measurable goals Confront thinking distortions Identify childhood labels Stop comparing yourself to others Develop your strengths Learn to love yourself Give positive affirmations Remember that you are unique Learn to laugh and smile Remember how far you have come

SELF-ANALYSIS• Analysis about yourself to see

– Whether you are right to yourself– Whether you are right to others

• Self analysis is easier than analysis of someone else.– One set of defense (one’s own)

• Avoid incompleteness or falsification • Review your results at regular intervals

– Step one: List out the activities you have done today – Step two: Segregate b/n activities where you had confidence and skills to

perform and activities where you had no confidence and skills perform– Step three: Activities where you have failed and activities where you

have succeeded. – Step Four: Identify the owners of success and victims of failures – Step Five: Enhance owners and minimize victims.

• Avoid sharing with others if it is too personal analysis

Is “the self” alterable? • Become a different or improved self

– To modify their appearances (makeover) that helps alter people’s selves.

– Personal Vanity • Associated with acting self-important,

self-interested, or admiring one’s own appearance or achievements

• Physical Vanity and Achievement Vanity

Decision MakingDecision Making

The Decision-Making Process

Programmed Decision - a simple, routine matter for which a manager has an established decision rule

Non-programmed Decision - a new, complex decision that requires a creative solution

The Decision-Making Process

Follow up

Models of Decision-MakingEffective decisionEffective decision

a timely decision that meets a desired objective and is acceptable to those individuals

affected by it

Rational Model Bounded Rationality ModelGarbage Can Model

1. The outcome will be completely rational2. The decision maker uses a consistent system

of preferences to choose the best alternative3. The decision maker is aware of all alternatives4. The decision maker can calculate the

probability of success for each alternative

Rational ModelRationality - a logical,step-by-step approachto decision making, with athorough analysis ofalternatives and theirconsequences

1. Managers suggest the first satisfactory alternative2. Managers recognize that their conception of the world is

simple3. Managers are comforable making decisions without

determining all the alternatives4. Managers make decisions by rules of thumb or heuristics

Bounded Rationality Model

Bounded Rationality - a theory that suggests that there are limits upon how rational a decision maker can actually be

Garbage Can Model - a theory that contendsthat decisions in organizations are random and unsystematic

Garbage Can Model

Problems

Solutions

Choiceopportunities

Participants

The Quality, Timeliness, Acceptance, and Ethical Appropriateness of a Decision Influence its

Effectiveness

QualityEthicalAppropriateness

AcceptanceTimeliness+ ++

Six Steps in Making an Effective Decision Using the Rational Decision-Making Process

ANALYZE THE SITUATION•What are the key elements in the situation?•What constraints affect the decision?•What resources are available?

SET OBJECTIVES•Is the problem stated clearly?•Do people understand what they will work on?•By what criteria will decision making be judged?

SEARCH FOR ALTERNATIVES•Do people involved in the problem make the decision?•Have they sought complete information?•Do those with information make the decision?•Do they use diversity to generate ideas?•Are all ideas encouraged?

Six Steps (Cont.)

EVALUATE THE ALTERNATIVES•Do participants know that they are evaluating?•Are criteria for assessment clear and understood?•Are differences of opinion included in evaluation?•Are some alternatives pilot tested?

MAKE THE DECISION•Do employees know that they are making the decision?•Are they aware if they are satisficing or optimizing?•Do action plans fit with the decision?•Are they committed to the decision?

EVALUATE THE DECISION•Are responsibilities for data collection, analysis, and reporting clear?•Is there a comprehensive evaluation plan?•Is there an evaluation schedule?

Managers Can Ask These Questions When Evaluating Objectives

Relevance

Practicality

Challenge

Measurability

Schedulability

Balance

Do the objectives relate to and support the basic purpose of the organization?

Do the objectives recognize obvious constraints?

Do the objectives provide a challenge for managers at all levels in the organization?

Can managers quantify the objectives?

Can managers monitor the objectives at interim points to ensure progress?

Do the objectives provide a proper balance on all activities, given organizational goals?

Criteria Questions to Ask

(cont.)

Flexibility

Timeliness

Technology

Growth

Cost effectiveness

Accountability

Are the objectives sufficiently flexible or is the organization likely to find itself locked into a particular course of action?

Given the organization’s environment , is this the proper time to adopt these objectives?

Do the objectives fall within the boundaries of currenttechnological development?

Do the objectives help the organization grow, not just survive?

Do the objectives’ expected costs clearly outweigh their benefit?

Can managers assess the performance of those responsible for attaining the objectives?

Criteria Questions to Ask

Problems Randomly Attach to Solutions in the “Garbage Can”

Problem A

Problem C

Solution Y

Solution X

Problem B

Solution Z

Problem A

Solution X+

Solutions Problems

Gathering Ideas

•Brainstorming•The Nominal Group Technique•The Affinity Diagram•The Delphi Method•Electronic Meetings

Brainstorming

•Topic•Take turns sharing ideas•Record each idea•No comments/criticisms•Keep the tempo moving•One idea per turn•Members may pass•Keep going until ideas are exhausted

Successful Brainstorming

List all ideas.

Do not Evaluate any ideas during the initial stages.

Encourage creativity.

Offer ideas related to those already listed.

Ask each participant to offer a specific number (e.g. five to ten) of new ideas.

Set a time for brainstorming.

Influences on Decision-Making

Intuition - fast, positive force in decision making utilized at a level below consciousness, involves learned patterns of information

Creativity - a process influenced by individual and organizational factors that results in the production of novel and useful ideas, products, or both

Group Decision-Making

• Role of synergy - a positive force in groups that occurs when group members stimulate new solutions to problems through the process of mutual influence and encouragement in the group

• Role of social decision schemes - simple rules used to determine final group decisions (prediction 80% correct)

Group Decision-Making

1) more knowledgethrough pooling of group resources2) increasedacceptance & commitment dueto voice in decisions3) greater under-standing due toinvolvement indecision stages

1) pressure ingroups to conform2) domination byone forceful memberor dominant clique3) amount of timerequired, becausegroup is slowerthan individualto make a decision

Advantages

Disadvantages

DOMAIN 3TEAMWORK

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Definition

A team is a group of people with a high degree of interdependence focused on the achievement of some goal or task. The group agrees on the goal and the process of achievement.

Benefits of a teamwork

• Experience, skills or knowledge of others• Support, encouragement, responsibility• Share work• Increase understanding• Differing perspectives• Others?

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Character Traits of Effective Teams

Honesty—Team members must be honest with each other.

Selflessness—Willing to put the team’s interests above their own.

Dependability—The performance of each individual depends to some extent on the work of the other team members.

Character Traits of Effective Teams

Enthusiasm—Helps team members persevere when the going gets tough

Responsibility—Team members take responsibility for their own work and that of the team—don’t blame others when things go wrong

Cooperativeness—Team members must cooperate in order to meet the same goal

Character Traits of Effective Teams

Initiative—Recognizing what needs to be done and doing it without waiting to be told—never say “that’s not my job.”

Patience—Learning to work together on a daily basis using human relations skills.

Resourcefulness—Finding a way to get the job done regardless of obstacles.

Character Traits of Effective Teams

• Punctuality—On time, on schedule shows respect for other team members, customers, and stakeholders.

• Tolerance/sensitivity—diversity (race, gender, religion, culture, age, politics, etc.) can strengthen a team as long as members are tolerant to these differences.

• Perseverance—persist unrelentingly in completing a task, regardless of obstacles.

Common Causes of Team Conflict

Limited resourcesIncompatible goalsRole ambiguityDifferent valuesDifferent perspectivesCommunication problems

Conflict Resolution

• Determine the importance of the issue to all people involved.

• Determine whether the people involved are willing and able to discuss the issue in a positive manner.

• Select a private place where the issue can be discussed confidentially by everyone involved.

Conflict Resolution

• Make sure that both sides understand they are responsible for both the problem and the solution.

• Solicit opening comments from both sides. Express concerns, feelings, ideas, and thoughts—in a nonaccusatory manner.

• Guide participants toward a clear and specific definition of the problem.

Conflict Resolution

• Encourage participants to propose solutions, examine the problem from a variety of perspectives, and discuss all solutions proposed.

• Evaluate the costs versus the gains of all proposed solutions and discuss them openly.

• Reflect on the issue and encourage participants to express their opinions on how to improve the process.

Decision-making

As defined by Baker et al in their 2001 study, “efficient decision-making involves a series of steps that require the input of information at different stages of the process, as well as a process for feedback”.

Decisions

•Made up of a composite of information, data, facts and belief.

•Data by itself does not constitute useful information unless it is analyzed and processed.

A Decision

• Is only as good as the data that informed it• Is only as good as it is an informed one• Is only as good as the system which exists to

implement• Is only good if you have the means to

implement it• Is only good if other people understand it and

what it means

The Ideal Decision-making Process

STEP 1Define the problem

STEP 3Establish goals that solving the problem should accomplish

STEP 4Identify alternatives that will solve the problem

STEP 5Develop valuation criteria based on the goals

STEP 6Select a decision-making Tool

STEP 7Apply the tool to select apreferred alternative

STEP 8Check the answerto make sure itsolves the problem

The Decision-making Process (adapted from Baker et al, 2001)

STEP 2Determine the requirements that the solution to the problem must meet

The Reality

• Is the Problem really the problem? Problems are often the symptom and not the true problem.

• Most often that not steps 5-8 are either forgotten, avoided or simply ignored.

• Urgency – is there a quick version?• Who has time to follow-up? Tomorrow is

another problem.

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DOMAIN 5Problem Solving

Problem-Solving Steps

• Recognize that there is a problem• Identify the problem• Generate alternative solutions• Choose among the alternative solutions• Implement the chosen solution• Evaluate the solution

Techniques for Recognizing Problems

• Comparison against others• Monitor for weak signals• Comparison of current performance with

objectives or past performance• Checklists• Inverse brainstorming• Listing complaints• Role playing

Identify the Problem: Ask Who?

• Who says that this is a problem?• Who caused or is causing the problem?• Whom does it or will it affect?• Who has done something about the problem?

Identify the Problem: Ask What?

• What happened or will happen?• What are the symptoms?• What are the consequences to others?• What circumstances surround the occurrence

of the problem?• What is not functioning as desired?

Identify the Problem: Ask When?

• When did it or will it happen?• When did it first occur?

Identify the Problem: Ask Where?

• Where is the problem occurring?• Where did it or will it have an impact?

Identify the Problem: Ask Why?

• Why is this a problem?• Why did it or will it occur?• Why was nothing done to prevent the

problem from occurring?• Why did no one recognize and do something

about the problem sooner?• Why is a response needed now?

Identify the Problem: Ask How?

• How should the process be working?• How are others dealing with this or similar

problems?• How do you know this is a problem; what

supporting information do you have?

Problem Identification: Final Questions

• How will you know the problem is solved? • What does the desired state look like? • What data will you need to answer these

questions?

Techniques for Identifying the Problem• Talking to others• Consensus building• Fishbone diagram

– an analysis tool that provides a systematic way of looking at effects and the causes that create or contribute to those effects

– When should a fishbone diagram be used?• Does the team... • Need to study a problem/issue to determine the root cause? • Want to study all the possible reasons why a process is beginning to have difficulties, problems, or breakdowns? • Need to identify areas for data collection? • Want to study why a process is not performing properly or producing the desired results?

A Fishbone Diagram

Techniques for Identifying the Problem• Why-Why Diagram

– a Tree Diagram where each child statement is determined simply by asking 'why' the parent occurs

Problem Statement

• The end result of problem identification.• Brief, clear, to-the-point identification of the

specific problem to be addressed, including the key rationale for why it should be solved.

Individual Techniques for Generating Solutions• Analysis of past solutions• Fresh eyes• Mind mapping

– a diagram used to represent words, ideas, tasks or other items linked to and arranged radially around a central key word or idea

Individual Techniques for Generating Solutions

• Sleeping on it• Visualization

– process of creating internal mental images

• What if?– a page with a list of words. Start with "What if it

was..." and insert a word form the list to see what new insight it can give you about your problem.

Advantages of Using a Group

• Shared knowledge and experience will broaden the search and generate more alternative solutions.

• Leads to a better understanding of how and why a decision was made and it will be accepted more readily.

• Members who are willing to take more risks and those who avoid risks contribute to the scope of possible solutions and move each other to the middle ground of risk taking in choosing a solution for implementation.

• Collective judgment is usually better than that of an individual.

Limitations of Using a Group

• Pressure to conform may negatively influence decision-making.

• One person may dominate the group.• A group requires more time to reach a

decision than do individuals.• Groups generally don’t make better decisions

than an expert or someone with special knowledge and skills.

Group Techniques for Generating Solutions• Brainstorming

– a group creativity technique designed to generate a large number of ideas for the solution to a problem

• Alternative brainstorming method– Brainwriting

• similar to Brainstorming. The general process is that all ideas are recorded by the individual who thought of them. They are then passed on to the next person who uses them as a trigger for their own ideas

– Brainwriting pool• Each person, using Post-it notes or small cards, writes down ideas, and

places them in the center of the table. Everyone is free to pull out one or more of these ideas for inspiration. Team members can create new ideas, variations or piggyback on existing ideas.

• Nominal group technique– a consensus planning tool that helps prioritize issues

Choosing Among Alternative Solutions

• How practical is the idea?• Is it realistic?• How cost-effective is it?• Can it be easily implemented by a limited number

of individuals, or does it require that large numbers of other people be convinced that it is a good idea? Will they be easy to convince?

• Is the idea consistent with the directions already undertaken by the organization?

Implement the Chosen Solution• What resources are needed?• Who else within the organization needs to

approve the solution to the problem, and what will it take to win their approval?

• What has to happen in order to implement the solution; what are the steps in implementation?

• Who is going to be involved, and what will they do?

• When will the various phases of implementation take place?