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Bus Prof Comm Fall2014 Sn06

Business Communication Session 6

Some pointers you may find useful as we move towards the group project a few weeks from now

A Stock Screener
An encyclopedia of Stock Market Jargon

Today's topic: Managing Business Relationships

    1. Investment
      • of time, energy, thought, feeling, gifts
      • investing ourselves for the other
      • unequal investments a problem
        • can result in guilt, pulling back
    2. Commitment
      • staying together
      • willingness to work through problems, conflicts, etc.
    3. Trust
    4. Self-disclosure
      • The Johari Window Model of Self-Disclosure

Three primary issues in reading

  1. Issue 1: Building and Maintaining Positive Relationships
    1. A Positive Communication Climate
      • Engenders trust, mutual respect, and mutual appreciation
      • To do this, create a confirming environment
        • focus on description rather than judgement
        • focus on problems rather than personalities
        • encourage honesty
        • exhibit concern for the individual
        • encourage equality of expression, if not status
        • are open-minded
      • What you want to avoid are disconfirming behaviors
        • Evaluation
        • Allowing people to be controlling or manipulative
        • Being indifferent to the individual
        • Allowing people to act superior, or perceive them as acting superior
        • Adopting inflexible and/or dogmatic rules
      • The person you don't want to be
        • A busybody: give people space; avoid invasions of privacy
        • Controlling or bossy
        • Self-promoting
        • Unprofessional
          • Behaviorally rude or overbearing
          • Undermining of others via Gossip and criticism
          • Excessive focus on non-work and/or personal issues
          • Distracting
        • Defensive/Judgmental
    2. Giving Effective Praise
      • Be prompt, appropriate, and sincere
      • Be specific
      • Focus on progress rather than outcomes
      • Allow praise to arrive indirectly
      • Don't overdue it
  2. Issue 2: Giving and Receiving Criticism
    1. Giving Constructive Feedback when Criticizing
      • Our instinct, when giving criticism, is to focus blame
        • attribution errors are common
        • that's one reason why criticism often escalates into argument
      • Define problem clearly
        • Focus on a single topic
        • Be accurate; have the facts lined up
      • Describe how resolution will benefit the recipient
        • Focus on the carrot rather than the stick
      • Use the most appropriate credible source
        • Focus on maintaining positive relationships
        • Accept responsibility for the problem
        • Offer to help
      • Preserve the "face" of the receiver
        • Avoid judgment
        • Take an indirect approach to assessing blame
    2. Listening Constructively to Criticism when offered
      • Our instinct, in the face of criticism, is an adrenaline reaction
        • fight or flight
        • that's one reason why criticism often escalates into argument
      • So use your listening skills
        • STOR
        • Calm down if you must
        • Take notes if you can
        • Provide appropriate feedback
          • clarify with questions
          • paraphrase
      • Make a point of finding points of agreement
        • On the facts
        • On the critics right to have their perception
        • Seek common ground
      • Work for cooperative action
  3. Issue 3: Managing Conflict
    1. What is conflict about?
      • the topic at hand
      • the process
      • relationships
      • ego/identity issues
        • attribution errors
    2. Approaches to conflict
      • avoidance
      • accommodation
      • competition (win-lose)
      • collaboration (seeking win-win solutions)
      • compromise (finding the constructive mean)
    3. Being constructive in the face of conflict
      • Before negotiation
        • Clarify your interests and needs
        • Time the raising of difficult issues
        • Understand that people negotiate different ways
          • Culture
            • low context versus versus high context
            • the importance of relationships and face
        • Construct messages to be non-offensive
          • I language instead of you language
      • During negotiation
        • Identify the goals of all parties to the negotiation
        • Brainstorm possible solutions
          • There are always more than two
        • Evaluation solutions looking for win-win alternatives
      • Implement and follow up
    4. Creating win-win solutions
      • Identify reasonable needs of all major stakeholders
      • Brainstorm possibilities together
      • Evaluate alternatives together
      • Reach an agreement that satisfies everyone's needs
      • Implement and follow up on solution

-- Last edited September 18, 2015

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Unless otherwise noted, the contents of this page were written by participants on the Media Space Wiki, operated by Davis Foulger, and should be cited accordingly. For example (APA):
Foulger, D. and other participants. (September 18, 2015). Bus Prof Comm Fall2014 Sn06. MediaSpaceWiki. Retrieved on from
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