UHF 6033

DYNAMICS OF LEADERSHIP

Communication, Coaching and Conflict

Skills
GROUP 5
NUR AIN BINTI MOHD SHAHROOM MP121287
SITI AISYAH BINTI AKIAH MP121397
MAGESWARAN A/L SANMUGAM PP133081
AZLINA BINTI A. RAHMAN PP133045
SUHAIMI BIN ZAKARIA PP133037
COMMUNICATION
Presenter: NUR AIN BINTI MOHD SHAHROOM
 Communication
WHO WHY HOW

Individuals Accomplish Reaching a

Groups organisational common
goals and understanding
objectives
 ORAL
Verbal Face to face
Telephone

WRITTEN
Email
Letter
Non-verbal
VISUAL IMAGE
Diagram
BODY LANGUAGE
 Types of Communication

D
Principal
O
W U
N P
w W
A PK Hem PK Koku PK Koko A
R R
D D
S S

Teacher A Teacher B Teacher C

HORIZONTAL/LATERAL
 Effective leaders are effective
communicators
Active listener
Able to build good rapport
Speak effectively

(important part of a manager's job is to

give instruction)
Effective communication system
successful organisation
The first important step before sending the
message:

PLAN THE MESSAGE

 Enhancing Communication
Effectiveness
Leaders should plan all messages:
Oral: Face-to-face, telephone
Written: letter, email

REVIEW

EDIT

PRACTICE
 PLAN YOUR MESSAGE

Purpose of the message? (goal)

To whom? (receiver)
How? (medium)
When? (timing)
Where? (setting)

Limit distractions (called noise)

 Communication Barriers
SEMANTIC EMOTIONAL @
Choice of words PSYCHOLOGICAL
(negative, Unable to pay attention
inappropriate terms, (angry, hungry)
lengthy)
Assumptions/Distraction
Language differences

Noise
Voice projection
Inappropriate medium
Poor listening skill
COMMUNICATION PROCESS
Presenter: SITI AISYAH BINTI AKIAH
Communication Process

channel

feedback

Sender Receiver
Oral Message Sending Process

Welcome the audience

The purpose of the talk
Make it easy for listeners to
follow (In themes/outline)
Clear & consistent messages
Wow the audience
Strong conclusion
Spend hours rehearsing
Oral Message Sending Process (Cont)
Develop Rapport

State the Purpose

Transit Message

Check Understanding

Get Commitment / Follow Up

 Message Receiving Process
As a Speaker As a Listener
Must do everything
Knows what the possible to understand
message is supposed to messages
convey Pay attention/Take notes
Give the audience a Avoid distractions
reason to listen Dont interrupt
Watch non-verbals
Check understanding Ask questions
Paraphrase
Analyzing
Watch non-verbals
Think
Ask questions Evaluate after listening
 Feedback

Receivers feel ignored

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Reasons
Receivers are ignorant
Why
People Reluctance to point
Do Not out senders ignorance
Ask Receivers have
Questions cultural barriers
 Feedback (Cont)
Positive
(e.g. Constructive Comments)
using positive language no one really likes criticism
and creating conducive
environment for personal
growth
generous in appreciation
and stingy in criticism
state the negative in a
positive manner
honest & concern
suggest points for growth
in a gentle manner
Negative
(e.g. Criticism)
effective leaders learn to
deal with criticism directed
at them
- The best leaders ask for
it
- It helps them to improve
- Need to handle emotion
and defensiveness
COACHING
Presenter: MAGESWARAN A/L SANMUGAM
What is a
Coach?

Train or instruct (a team or player)

Give (someone) extra teaching

Teach (a subject or sport) as a coach

Give (someone) instructions as to what to do or

say in a particular situation

Give (someone) professional advice on how to
attain their goals
Coaching is a learned skill which enables
effective supervisors / managers / leaders
to help motivate, inspire, encourage and
engage staff to achieve performance levels
that they might not have thought possible.
The goal of coaching is not to provide direction,
but to enable team members to work together
to help one another find direction.
Coaching is the foundation for continuous
improvement.
Coaching is a practical skill anyone can learn.
 Avoid Blame
Develop Give Praise and Focus on
and
Supportive Recognition Embarrassment Behavior
Working Not the
Relationship Person

Make Feedback Coaching Dont

Timely,
Criticize
Yet Flexible
Guidelines
Provide
Give Specific
Modeling and
Feedback
Training
Give Have Employees
Coaching Assess Their Own
Feedback Performance

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 Coaching Feedback vs Criticism
Coaching feedback is based on Criticism is
a good supportive relationship judgmental and
and on the follower doing a
makes people
self-assessment of
performance. It is specific, feel like losers.
descriptive, and makes people
feel like winners.

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What is an
effective
method of
coaching?

26
Job Instructional Training (Coaching)
Steps
Preparation of the trainee

Trainer presentation of the task

Trainer performance of the task

Follow-up
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 Attribution Theory
is used to explain
the process
managers go
through to
determine the
reasons for
effective or
ineffective
performance and
deciding what to to
about it
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 1. Describe
Current
Performance
The
2. Describe
Performance Desired
Formula Performance
(Coaching) 3. Get a
Commitment
Also works to the Change
with conflict
resolution 4. Follow Up

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 What is
Mentoring?
 What is Mentoring?
A form of coaching
Usually between an experienced
manager and a young manager
To develop the protg
Helps to build mentors power base
May be formal (assigned) or
informal
Informal seems to work best
Like most relationships, based on
chemistry between participants
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CONFLICT SKILLS
Presenter: AZLINA BINTI A. RAHMAN
 CONFLICTS
5 Management conflict styles
(Conflict resolution model)

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What is
Conflict?
 What is Conflict?
Exists whenever people are in
disagreement and opposition
Is inevitable (certain to happen;
unavoidable)
An organizations success is
based on how well it deals with
conflicts

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 5 Conflict Management Styles
High Concern High Concern
for
Accommodating Collaborating for
Passive Assertive
Others Needs Others and
You Win, I Lose You Win, I Win
Own Needs

Negotiating/Compromising
Assertive
You Win Some, I Win Some

Avoiding Forcing/Competing
Low Concern Passive Aggressive
for You Lose, I Lose You Lose, I Win High Concern
Others and for
Own Needs Own Needs
Kenneth Thomas and Ralph Kilmann developed a model of five (5) conflict
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handling modes or styles
 Thomas-Kilmann Conflict Styles
Avoiding (Uncooperative and unassertive) Neglects
own concerns as well as those of other parties: does
not raise or address conflict issues.
Accommodating (Cooperative and unassertive) Seeks
to satisfy other person's concerns at the expense of
own.
Competing (Uncooperative and assertive) Opposite of
accommodating. Uses whatever seems appropriate to
win.
 Thomas-Kilmann Conflict Styles
Collaborating (Cooperative and assertive) Opposite of
avoiding. Works with other party to find a solution
that satisfies both own and other party's concerns.
Compromising (Middle ground) Seeks to find a middle
ground to partially satisfy both parties.
Comparison
Accommodating Collaborating

Negotiating/Compromising

Avoiding Forcing/Competing
When to use for each
of The Conflict
Management Styles?
 When to Avoid
When an issue is trivial.
When there is no chance of getting what you want.
When the potential damage of confrontation is
greater than the benefits if resolution.
When you need to gather more information.
When others can resolve the conflict more effectively.
When you need to cool down, reduce tension, and
regain perspective or composure.
 When to Accommodate
When you realize you are wrong.
When the issue is much more important to the
other person than you.
When you need a future favor (credit).
When continuing the competition would
damage the cause.
When subordinates need to develop - to learn
from our mistakes.
 When to Compete
When quick, decisive action is necessary.
On important issues for which unpopular
courses of action need implementing.
On issues vital to the group welfare, when you
know you are right.
When protection is needed against people
who take advantage of noncompetitive
behavior.
 When to Collaborate
When both sets of concerns are too important to be
compromised.
When it is necessary to test your assumptions or
better to understand the viewpoint of the other
party.
When there is a need to combine ideas from people
with different perspectives.
When commitment can be increased by incorporating
the concerns of everyone into the proposal.
When there is a history of bad feeling.
 When to Compromise
When goals are important but not worth the effort of
potential disruption from more aggressive players.
When two opponents with equal power are strongly
committed to mutually exclusive goals.
When temporary settlements are needed on complex
issues.
When expedient solutions are needed under time
pressures.
As back-up when collaboration or competition fail.
What is the risk for
each of The Conflict
Management Styles?
Negative Consequences of Competing
Eventually being surrounded by "yes people."
Fear of admitting error, ignorance, or
uncertainty.
Reduced communication.
Damaged relationships.
Lack of commitment from others.
More effort during implementation to sell the
solution.
Negative Consequences of Collaborating
Too much time spent on insignificant issues.
Ineffective decisions can be made by people
with limited knowledge of the situation.
Unfounded assumptions about trust.
Negative Consequences of Compromising
No one is completely satisfied.
Solutions tend to be short-lived.
Cynical climate: perception by both parties
that it is a "sellout."
Larger issues, principles, long-term values and
the welfare of the company can be lost by
focusing on trivia or the practicality of
implementation.
 Negative Consequences of Avoiding
Decisions made by default.
Unresolved issues.
Self-doubt created through lack of esteem.
Creative input lost.
Lack of credibility.
Anger and hostility generated in subsequent
discussions.
 Negative Consequences of
Accommodating
Decreased influence, respect, or recognition by
too much deference.
Laxity in discipline.
Frustration as own needs are not met.
Self-esteem undermined.
Best solution may be lost.
CONFLICT SKILLS
Presenter: SUHAIMI BIN ZAKARIA
 How to resolve,
confront and manage
Conflict?

54
 Conflict Control
Use avoidance to ignore the issue.
Use accommodating style to allow the other
person to resolve the issue.
Structure the interaction so that a triggering
event is unlikely to occur.
Strengthen the barriers that inhibit the
expression of conflict.
Avoid dealing with the person with whom you
are in conflict.
 Steps for Confronting Conflict
Explain the situation as you see it.
Describe how it is affecting your performance
or the performance of others.
Ask for the other viewpoint to be explained,
and listen to the response.
Agree on the issues independent of
personalities.
Explore and discuss the issues, without
reference to the problem.
 Steps for Confronting Conflict
Agree on what each person will do to resolve
the issues.
Try to agree on the problem. If there is no
agreement, discuss issues some more.
Explore possible solutions.
Agree on what each person will do to solve the
problem.
 Problem Solving & Decision Making
A number of formal, structural problem solving
and decision making techniques are taught in
organizational management courses.
Examples:
Kepner-Tregoe (KT) Technique
Alamo Technique
Cause Mapping
etc
 Brainstorming Process
Everyone must be involved
Call out ideas to scribe
Build on ideas
No idea is too trivial or silly
There is no criticism nor judgment on any idea
Get as many ideas as possible in the time
Objective: solve problems and enjoy doing it
 Objectives of Brainstorming
Identify the issues rapidly
Reach consensus on the most important issues
rapidly
Determine possible solutions to issues
Select the most promising action to solve the
problem
Agree on who does what
Get a commitment
Sell the process
 Synergistic Decision Making
are supportive of Based on the premise that
when people one another and follow a rational
sequence of activities in dealing with a
problem, they can perform beyond the sum of
their individual resources.

Synergistic decision making requires

participation in effective interpersonal and
rational processes.
 Synergistic Decision Making
Interpersonal Processes involves skills we use
when working with others.
Listening to others
Supporting their efforts to do well
Differing with others when necessary in a
manner that is constructive rather than
defensive
Participating equally in group discussions
 Synergistic Decision Making
Rational Processes involves the skills we use in
thinking a problem through to a solution.
Analyzing the situation
Identifying objectives (ie., aims or goals)
Considering alternative strategies
Discussing adverse consequences
 Synergistic Decision Making
Reaching a consensus is the hallmark of
acceptance in the effective decision
equation:

Effective Decision = Quality X Acceptance

Lack of agreement regarding a decision places

acceptance of the decision and its execution in
jeopardy.
Why Should Leaders
be Concerned with
Conflict?
 Why Should Leaders be
Concerned with Conflict?
Inevitable fact of life &
leadership
Conflict Resolution is an
important skill of leadership
So what is this thing
called conflict?
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 Conflict: Good or Evil?
Conflict occurs when two opposing
parties have interests or goals that
appear to be incompatible due to:
Strong differences in values, beliefs, or
goals
Competing for resources and rewards
Leaders acting in a manner inconsistent
with the vision & goals of the organization

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 Conflict: Good or Evil? (Contd.)
Can be organizational (work related) or
personal
Personal can start as organizational
Personal is most difficult to resolve
Can become institutionalized
Live on long after the protagonists have moved on
Cause of conflict may not even be remembered

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 Conflict: Good or Evil? (Contd.)

What are the

Possible Positive
Effects?

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 Conflict: Good or Evil? (Contd.)
Possible Positive Effects:
Increased effort
Suppressed feelings get aired
Better understanding
Impetus for change
Better decision making
Key issues surfaced
Critical thinking stimulated

70
 Conflict: Good or Evil? (Contd.)

What are the Possible

Negative Effects?

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 Conflict: Good or Evil? (Cont)
Possible Negative Effects:
Reduced productivity
Decreased communication
Negative feelings
Stress
Poorer decision making
Decreased cooperation
Political backstabbing

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 Conflict Management Styles
Avoiding
Passive
Ignore it
Lose-lose
Accommodating
- Passive
Cooperative (passive)
Lose-win
Forcing
Aggressive
To get own way
Win-lose
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 Conflict Management Styles (Cont)

Negotiating
Assertive
Horse trading
Win-win/Lose-lose

Collaborative
Assertive
Cooperative (Active)
Win-Win

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 Initiating Conflict Resolution Model

Step 1. Plan a BCF

(Behavior,Consequences,Feelings)
statement that maintains ownership of
the problem.

Step 2. Present your BCF statement and agree

on the conflict.

Step 3. Ask for, and/or give, alternative conflict

resolutions.

Step 4. Make an agreement for change.

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What is a
Mediator?
 What is a Mediator?
A neutral third party who helps
resolve a conflict
Acts as a facilitator or go-
between
Helps the parties resolve their
conflict

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 What is
an Arbitrator?
 What is a Arbitrator?
A neutral third party who makes
a binding decision to resolve a
conflict
May compromise
May choose one side or the
other
A growing profession
Top group: The Federal Mediation and
Conciliation Agency

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Thank You