Cover
Title Page
Copyright Page
Dedication
About the Authors
Contents in Brief
Contents
Preface
Acknowledgments
Introduction
Unit 1 Intrapersonal Effectiveness: Understanding Yourself
Chapter 1 Journey into Self-awareness
What Is Self-awareness?
Why Is Self-awareness Important?
Lack of Self-awareness
Strategies for Gaining Self-awareness
Self-analysis
Behavior
Personality
Self-monitoring
Attitudes
Perceptions
Attribution Theory
Others’ Perceptions
Self-disclosure
Diverse Experiences
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 1–A: Journal Writing
Exercise 1–B: The Big Five Personality Test
Exercise 1–C: Selective Perception
Exercise 1–D: The Social Mirror
Exercise 1–E: Expanding Self-awareness
Exercise 1–F: Interpersonal Skills Checklist
Exercise 1–G: Reflection/Action Plan
Chapter 2 Self-disclosure and Trust
What Is Self-disclosure?
Why Is Self-disclosure Important?
Strategies for Self-disclosure
Concerns about Self-disclosure
The Role of Self-disclosure in Increasing Self-awareness
What Is Trust?
Why Is Trust Important?
Concerns about Building Trust
Strategies for Building Trust
Organizational Trust-builders
A Note of Caution about Trust
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 2–A: People Hunt
Exercise 2–B: Icebreakers
Exercise 2–C: Fishbowl
Exercise 2–D: Johari Window Questionnaire
Exercise 2–E: Circle of Friends
Exercise 2–F: Trust-building Activities
Exercise 2–G: Ideal Cards: A Self-disclosure Activity
Exercise 2–H: Self-disclosure Poker
Exercise 2–I : Disclosure and Trust in Action
Exercise 2–J: Reflection/Action Plan
Chapter 3 Establishing Goals Consistent with Your Values and Ethics
What Is Goal Setting?
Why Is Goal Setting Important?
Key Behaviors for Effective Goal Setting
Clarifying Values
Writing Effective Goals
Overcoming Obstacles
What Are Ethics?
Why Are Ethics Important?
Ethical Strategies
Individual Ethics
Kohlberg’s Moral Maturity
Organizational Ethics
Ethical Decision Making
Benefits of Ethical Decision Making
Ethical Decision-making Strategies
Ethics-enhancing Tools
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 3–A: Values Inventory
Exercise 3–B: “This Is Your Life”
Exercise 3–C: Your Personal Mission Statement
Exercise 3–D: Personal Goal Setting
Exercise 3–E: Ethical Stance
Exercise 3–F: Evaluating Goals and Ethics
Exercise 3–G: Company Description
Exercise 3–H: Your Retirement Party
Exercise 3–I: Life Goals
Exercise 3–J: Career Assets
Exercise 3–K: Reflection/Action Plan
Exercise 3–L: What Does Social Responsibility Feel Like?
Chapter 4 Self-management
What Is Emotional Intelligence?
Benefits of EQ
Improved Workplace Performance
Strategies for Increasing EQ
What Is Time Management and Why Is It Important?
Strategies for Time Management
What Is Stress Management and Why Is it Important?
Strategies for Stress Management
Types of Stress
Individual Responses to Stress
Organizational Responses to Stress
Individual Responses to Stress
Overcoming Fear of Failure
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 4–A: Personal Time Management
Exercise 4–B: Assess Your Current Stress Level
Exercise 4–C: Project/Task/Life Planning
Exercise 4–D: Interviews with Three Business Professionals
Exercise 4–E: Book Review
Exercise 4–F: Action Plan
Exercise 4–G: Reflection/Action Plan
Unit 2 Interpersonal Effectiveness: Understanding and Working with Others
Chapter 5 Understanding and Working with Diverse Others
What Is Diversity?
Why Is Diversity Important?
Individual Diversity Strategies
How to Gain Awareness
Reducing Your Prejudices and Use of Stereotypes
Minimizing Miscommunication with Diverse Others
Building Relationships with Diverse Others
Organizational Diversity Strategies
Barriers to Accepting Diversity
Gender Diversity
Generational Diversity
Cross-cultural Diversity
Semantics and Connotations
Social Conventions
Nonverbal Communication
Cross-cultural Differences
Strategies for Addressing Cross-cultural Issues
For Individuals
For Companies and Organizations
Managing Organizational Diversity
Successful Strategies for Managing Organizational Diversity Effectively
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 5–A: Personal Stereotypes
Exercise 5–B: Personal Biases and Stereotypes in Employee Recruitment
Exercise 5–C: Diversity Squares
Exercise 5–D: Gender Stereotypes
Exercise 5–E: Diversity Awareness
Exercise 5–F: Dimensions of Diversity
Exercise 5–G: Empowering Others
Exercise 5–H: Reflection/Action Plan
Chapter 6 Listening and Nonverbal Communication
What Is Listening?
Why Is Listening Important?
Benefits of Active Listening
Active Listening and Organizations
Barriers to Effective Listening
Dealing with Anger and Emotion
Active Listening Strategies
What Is Nonverbal Communication?
Why Is Nonverbal Communication Important?
Nonverbal Communication Components
Barriers to Effective Nonverbal Communication
Nonverbal Communication Strategies
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 6–A: Listening via the Rumor Mill
Exercise 6–B: Active Listening
Exercise 6–C: Active Listening Techniques
Exercise 6–D: Conflict Redo
Exercise 6–E: Anger Redo
Exercise 6–F: Improving Nonverbal Observation Skills
Exercise 6–G: Nonverbal Role-play
Exercise 6–H: Reflection/Action Plan
Chapter 7 Communicating Effectively
What Is Communication?
Why Is Communication Important?
Strategies for Effective Communication
The Communication Channel
Effective Media Selection
Information Richness and Media Selection
Barriers to Effective Communication
Information Overload
Emotions
Trust and Credibility
Time
Filtering
Message Incongruency
Assertive Communication
How to Communicate Assertively
Taking Responsibility and “I” Messages
Sending Messages Effectively
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 7–A: Completing the Channel—Two-way Communication
Exercise 7–B: The Assertiveness Inventory
Exercise 7–C: Communication Styles
Exercise 7–D: Taking Responsibility
Exercise 7–E: Aristotle
Exercise 7–F: Reflection/Action Plan
Chapter 8 Persuading Individuals and Audiences
What Is Persuasion?
Why Persuasion Is Important
Overview of Theories of Persuasion
The Persuasion Process
Understand Others’ Motivations and Needs
Establish Credibility
Frame for Common Ground
Engage in Joint Problem Solving
Support Preferred Outcome with Logic and Reasoning
Reinforce with an Appeal to Emotions and Basic Instincts
A Word of Caution
Making Effective Presentations
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 8–A: Creating Consonance Out of Dissonance
Exercise 8–B: Online Assessment: What Is Your Influence Quotient?
Exercise 8–C: Debate Persuasions
Exercise 8–D: Persuasive PSA
Exercise 8–E: “I Deserve a Raise” Role-play
Exercise 8–F: Video Case: Applying the Six Persuasion Steps
Exercise 8–G: Back to the Future
Exercise 8–H: Applying the Six Persuasion Steps to Your Own Situation
Exercise 8–I: Understanding the Power of Leveraging Basic Instincts
Exercise 8–J: Persuasion and Influence at the Movies
Exercise 8–K: Applying the ACE Theory
Exercise 8–L: Reflection/Action Plan
Unit 3 Understanding and Working in Teams
Chapter 9 Negotiation
What Is Negotiation and Why Is It Important?
Why Do We Negotiate?
Benefits of Honing Negotiation Skills
Integrative and Distributive Bargaining Strategies
Five Stages of Negotiating
Strategies for Negotiating Effectively
Scripting
Agenda Setting
Anchoring
Framing
Questioning
Summarizing
Managing
Additional Tips for Effective Negotiating
Emotions and Defensiveness in Negotiation
Integrity and Ethics in Negotiation
Special Situations in Negotiations
Third-party Negotiations
Multiparty and Team-based Negotiations
Virtual Negotiations
Global Negotiations
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 9–A: A Trip Down Memory Lane
Exercise 9–B: Case Study—Keeping Up Appearances
Exercise 9–C: Thawing the Salary Freeze (Video Case)
Exercise 9–D: The Car Swap
Exercise 9–E: Negotiation Role-play
Exercise 9–F: Negotiation Scripts
Exercise 9–G: Negotiating a Home Purchase
Exercise 9–H: Negotiating a Raise
Exercise 9–I: Going Across the Pond
Exercise 9–J: Sharing With and Learning From Diverse Others
Exercise 9–K: The Right Team to Work With
Exercise 9–L: Negotiating in the Family Business
Exercise 9–M: Reflection/Action Plan
Chapter 10 Building Teams and Work Groups
What Is Teamwork?
Types of Teams
Cross-functional Teams
Self-managed Teams
Task Force
Process Improvement Teams
Virtual Teams
Why Teams?
Benefits of Teams
Potential Limitations of Teams
Team Developmental Stages
Stage One—Forming
Stage Two—Storming
Stage Three—Norming
Stage Four—Performing
Stage Five—Adjourning
Characteristics of High-performance Teams
Tips for Effective Teams
Lessons Learned from the Trenches
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 10–A: Bridge Building
Exercise 10–B: A Team Exercise: What Did We Learn?
Exercise 10–C: Map It Team Competition
Exercise 10–D: Conflict in Team Projects: Two Case Studies
Exercise 10–E: Preventing and Resolving Self-limiting Behaviors on Teams
Exercise 10–F: Case Study on Gaining Appropriate Membership on Teams
Exercise 10–G: WebSolutions
Exercise 10–H: Reflection/Action Plan
Chapter 11 Managing Interpersonal and Organizational Conflict
What Is Conflict?
Why Is Conflict Management Important?
Sources of Interpersonal Conflict
Limited Resources
Differences in Goals and Objectives
Miscommunication
Differing Attitudes, Values, and Perceptions
Style Differences
Conflict Management Strategies
Organizational and Interpersonal Techniques for Preventing or Resolving Conflict
Organizational Strategies/Techniques
Creating/Maintaining a Culture of Openness
Involving Employees in Decisions That Affect Them
Ensuring Alignment of Organizational Systems
Offering Team Training and Team Building
Providing Diversity Training
Offering Conflict Management and Negotiation Training
Creating Psychological Safety
Individual Strategies/Techniques
Using Effective Communication
Managing Others’ Expectations
Focusing on Others First
Planning for and Having Difficult Conversations
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 11–A: Conflict Assessment
Exercise 11–B: Conflict with Customers
Exercise 11–C: Conflict with the Boss
Exercise 11–D: Conflict on a Work Team
Exercise 11–E: Declining Sales: A Role-Play
Exercise 11–F: Resolving Conflict in Resource-Limited Organizations: A Negotiation Exercise
Exercise 11–G: Who Is Responsible? A Conflict Exercise
Exercise 11–H: Psychological Safety
Exercise 11–I: Having Difficult Conversations
Exercise 11–J: Reflection/Action Plan
Chapter 12 Achieving Business Results through Effective Meetings
The Importance and Benefits of Meetings
Problems with Meetings
Strategies for Effective Meetings
Before the Meeting
Clarify the Purpose of the Meeting
Choose the Type of Communication Mechanism for the Meeting
Decide Who Should Participate in the Meeting
Develop a Plan for the Meeting
During the Meeting
Pay Attention to Process
After the Meeting and between Meetings
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 12–A: Committee Meeting
Exercise 12–B: Why Am I Here?
Exercise 12–C: Planning a Work Team Meeting
Exercise 12–D: Using Agendas for Your Team Project Meetings
Exercise 12–E: Case Study: What about Bob?
Exercise 12–F: Plan and Have a Meeting
Exercise 12–G: Virtual Meeting Gone Wrong
Exercise 12–H: Reflection/Action Plan
Chapter 13 Facilitating Team Success
What Is Facilitation?
Why Is Facilitation Important?
What Facilitators Do
Facilitator Skills and Behaviors
Key Facilitative Preventions
Key Facilitative Interventions
Identifying and Dealing with “Problem People”
Facilitation Tips
Some Barriers or Limitations to Facilitation
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 13–A: Case Study: Dealing with Team Conflict
Exercise 13–B: Video Case: Twelve Angry Men
Exercise 13–C: Alternative Exercise for Twelve Angry Men
Exercise 13–D: Intervention Presentation
Exercise 13–E: Facilitation Self-assessment
Exercise 13–F: Facilitating a Virtual Team
Exercise 13–G: Observing Group Process
Exercise 13–H: Reflection/Action Plan
Chapter 14 Making Decisions and Solving Problems Creatively
Why Is Decision Making Important?
What Is Decision Making?
A Decision-making Process
Step One—Identify the Core Issues
Step Two—Determine a Decision-making Approach
Step Three: Generate Options?
Step Four—Research Options
Step Five: Evaluate Options?
Step Six—Reach a Decision
Step Seven—Implement and Monitor the Decision
What Kind of Decision Maker Are You?
Collaborative Decision Making
What Is Problem Solving?
Why Is Problem Solving Important?
Problem-Solving Techniques
Brainstorming
Using Affinitizing to Synthesize Brainstormed Ideas
Building Consensus through Multivoting
What Is Creativity and Why Is It Important?
Strategies for Increasing Creativity in Problem Solving
Some Methods for Generating Novel Ideas
Management’s Role in Supporting and Stimulating Creativity
Strategies for Increasing Individual Creativity
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 14–A: Decision-making Matrix
Exercise 14–B: Weighted Average Decision Making
Exercise 14–C: Brainstorming—A Warmup
Exercise 14–D: Collaborative Problem Solving
Exercise 14–E: Corporate Crime: A Problem-solving Exercise
Exercise 14–F: What’s Old Is New
Exercise 14–G: Sensing Creativity
Exercise 14–H: Reflection/Action Plan
Unit 4 Leading Individuals and Groups
Chapter 15 Effective and Ethical Use of Power and Influence
What Is Power and Why Is It Important?
Position or Formal Power
Person or Informal Power
What Is Organizational Politics and Why Is It Important?
Engaging in Organizational Politics: Considerations
Analyzing Yourself
Reading Others
Assessing the Organization
Choosing Wisely
Managing Impressions
Managing Information
Ethical Issues in Organizational Politics
Keeping Organizational Politics in Check
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 15–A: Assessing Your Power to Influence
Exercise 15–B: Power and Its Consequences
Exercise 15–C: Recognizing Your Power Bases
Exercise 15–D: Politicking—What’s My Angle?
Exercise 15–E: “Powers” of Observation
Exercise 15–F: Reflection/Action Plan
Chapter 16 Networking and Mentoring
What Is Networking?
The Importance and Uses of Networking
Networking within an Organization
Networking to Find a Job or Change Careers
Other Uses of Networking
Developing an Appropriate Mindset for Networking
Barriers to Networking
Strategies for Building an Effective Network
Before, During, and After a Networking Meeting
What Is Mentoring?
Benefits of Mentoring
The Importance and Changing Nature of Mentoring
Qualities of an Effective Mentor
How to Find a Mentor
Challenges and Limitations of Mentoring
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 16–A: Your Personal Network
Exercise 16–B: Networking Scorecard
Exercise 16–C: Networking Scenarios
Exercise 16–D: It’s a Small World
Exercise 16–E: The 30-Second Commercial
Exercise 16–F: It’s Not What You Know . . . It’s Who You Know: A Hands-on Networking Exercise
Exercise 16–G: Online Mentoring
Exercise 16–H: Is Mr. Miyagi a Good Mentor?
Exercise 16–I: How Would You Mentor João?
Exercise 16–J: On Becoming a Master Mentor . . .
Exercise 16–K: Reflection/Action Plan
Chapter 17 Coaching and Providing Feedback for Improved Performance
What Is Coaching?
The Importance and Benefits of Coaching
Skills and Characteristics of Effective Coaches
Effective Coaching Behaviors
The Coaching Process
Counseling
Helping Others Set Goals
What Is Feedback?
Why Giving Job Feedback Is So Important in Organizations
Why Feedback Is Important for Individuals
Sources of Feedback
Others
The Task Itself
Self
Characteristics of Effective Feedback
Specific
Nonpersonal
Work Related
Documentable
Descriptive
Nonprescriptive
Timely
Frequent
Purposeful
Constructive and Balanced
In the Appropriate Setting
Interactive
Challenges in Providing Feedback
Tips for Preparing and Leading a Feedback Session
Tips for Receiving Feedback
Asking for Feedback
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 17–A: Coaching Clinic
Exercise 17–B: Coaching Circles
Exercise 17–C: Coach Me Through It
Exercise 17–D: Helping Others Set Goals—Modeling Exercise
Exercise 17–E: Giving Positive Feedback
Exercise 17–F: Peer Feedback
Exercise 17–G: Practicing Giving Performance Feedback
Exercise 17–H: Giving Self-feedback
Exercise 17–I: Reflection/Action Plan
Chapter 18 Leading and Empowering Self and Others
What Is Leadership?
Characteristics of Effective Leaders
Leaders versus Managers
Self-leadership
What Is Empowerment?
Why Is Empowerment Important?
Benefits of Empowerment
Disadvantages or Costs of Empowerment
To Empower or Not to Empower?
Implementing Empowerment
Self-empowerment
Empowerment through Effective Delegation
Benefits of Delegation
Challenges in Delegating
Activities Included in Delegation
A Process for Effective Delegation
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 18–A: Do You Know an Effective Leader?
Exercise 18–B: How Is Your Self-leadership?
Exercise 18–C: It’s “Plane” to Me
Exercise 18–D: Case Study: “Am I the Manager?”
Exercise 18–E: Do You Feel Empowered?
Exercise 18–F: Delegating Tasks
Exercise 18–G: In Their Own Words
Exercise 18–H: Reflection/Action Plan
Chapter 19 Project Management
What Is Project Management?
Why Project Management?
Benefits of Project Management
Managing the Project
Eight Steps to Managing Projects
Step One—Define Project Objectives and Scope
Step Two—Determine Project Participants and Stakeholders
Step Three—Develop a Time Line or Work Plan
Step Four—Establish Checkpoints and Control Mechanisms
Step Five—Identify and Obtain Necessary Resources
Step Six—Determine How Project Results Will Be Measured
Step Seven—Set Up an Ongoing Communication System
Step Eight—Debrief and Evaluate the Process and Results at Project End
Project Management Tools
Summary
Key Terms and Concepts
Discussion Questions
Endnotes
Exercise 19–A: Fishing for a Cause
Exercise 19–B: Team Project Worksheet
Exercise 19–C: Personal Project Time Line
Exercise 19–D: Ace the Project
Exercise 19–E: R&D Project Planning
Exercise 19–F: Product Recall
Exercise 19–G: Tools of Project Management
Exercise 19–H: Reflection/Action Plan
Index
