COMM2388 - Internship

Landon Carnie

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What is a ‘Critical Incident’?

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An experience which made you stop and think.

The result of a critical incident

Raises questions

Challenges an aspect of your beliefs, values, attitude or behaviour

Impacts you personally or professionally

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What was their critical incident?

1. Describe what happened. What happened that lead up to the critical incident.

2. What was the ‘tipping point’ ‘aha’ moment’ or critical incident? What did they learn from the experience?

3. What did they do because of their experience (how did they think or act differently)

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Practice

Think… of an experience that made you stop and think.

Describe… the context and actual incident.

Tell… how it had significance to you and how you felt.

Relate… that to previous assumptions or theories learnt.

Provide… opportunities for personal and professional growth

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Kolb (1984)

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Leadership & Social Styles

Personal Styles & Effective Performance

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What is behaviour?

Behaviour is that which a person says (verbal) and does (nonverbal), in other words, a pattern of actions.

What is interpersonal behaviour?

The verbal or nonverbal actions which occur between at least two people.

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What is an interpersonal situation?

It is the context, or the circumstances or setting in which at least two people interact.

Example: the interpersonal situation (the environment) right now is different than, say next week.

 

Why? The interaction now will be completely different than when we meet again, because we will have a better understanding of each other, we will know each other more, we will have greater knowledge about interpersonal relationships.

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Personality

includes everything a person is including ideas, values, hopes, dreams, attitudes and BEHAVIOURS

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What are verbal and nonverbal behaviour clues?

Verbal Nonverbal

Speed Body movement

Inflection Eyes

Timing Facial expressions

Intonation Hands

Monotone Gestures

Content Posture

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Dimensions of Behaviour

ASSERTIVENESS RESPONSIVENESS

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ASSERTIVENESS….

the extent to which there is an ATTEMPT TO INFLUENCE the thoughts and actions of others.

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Interpersonal relationshipsASKS TELLS

Tension leads to flight response

Tension leads to fight response

Hint: Behaviours are very noticeable during TENSION

Self-Perception on the ASSERTIVENESS Dimension

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X

RESPSONSIVENESS…..

is the EXTENT to which a person REACTS to influence, appeals or stimulation or to displays, feelings, emotions and impressions.

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Interpersonal relationshipsMORE CONTROLLING tension leads to

achievement response

MORE EMOTING tension leads to acceptance response

Hint: Behaviours are very noticeable during TENSION

Self-Perception on the ASSERTIVENESS Dimension

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X

Points to remember

1. Our behaviours are more predictable than we think. 

2. Assertiveness and responsiveness dimensions refer only to BEHAVIOUR, which are actions we can see or hear, and not representative of the total personality.

3. The assertiveness scale describes the effort a person makes to directly influence the thoughts and actions of others. Asks vs. tells. 

4. The responsiveness scale describes how much a person shows or controls their emotion. Controlling tend to be more task oriented. Emoting tends to be more people oriented.

5. A key point to always remember is there is no “best place” on either the assertiveness or responsiveness dimensions.

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Review of the Dimensions of Behaviour Section

What would more telling behaviour look or sound like?

What would more asking behaviour look or sound like?

How would you describe controlling behaviours?

How would you describe emoting behaviours?

Why is there no “best place” on either side?

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Now consider both the assertiveness and responsiveness dimension and place yourself on the SOCIAL STYLE MODEL.

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X

What does this mean to you and the workplace?

Each position can be equally effective depending on the individual’s ABILITY TO READ AND RESPOND APPROPRIATELY.

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Personal styles at work

‘just do it’

Wants to know what and when

Likes to take charge

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‘do it right or not at all’

Wants to know how

Like to plan

‘we’re great!’

Wants to know why and who

Likes co-operation and loyalty

‘let’s all do it’

Wants to know who else

Likes energy and optimism

Work style

Works in priority order

Does several things at once

Intense, driven

Generates ideas

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Thorough, attentive to detail

Step by step procedures

Concentrates on one thing at a time, pensive

Easy going, cooperative

Always willing to be of service

Goes with the flow

No strong sense of urgency

Unstructured, likes freedom

Lots of people interaction

Makes lists of people to call & places to go

Communicating with your audience

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1. Tailor your message for your audience2. Focus your content for your audience3. Speak your audience’s language

Identifying behaviour to respond appropriately

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Can you identify the social style of these individuals?

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Now YOU!

1. Count the number of “ones” that you marked. Write that number in the Tally Box marked #1. Do the same with the numbers two, three, and four.

2. On the first tally box below, draw a line through the number on the bar graph that corresponds with your total number of “ones." This is the end line for your bar graph.

3. Beginning at the left end, shade the space on the bar up to your end line on the first bar graph.

4. Do the same for the second, third, and fourth graphs. 

5. The longest bar is your predominant style. The second longest bar is your backup style.

Is there a difference between your personal style inventory and what your peers stated? Why do you suppose this is?

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Assumptions About Personal Styles

1. There is no best or worst style.

2. There are no pure styles.

3. Behaviour style does not explain the whole person.

4. Much of the population is different from you.

5. We all have goals we hope to attain and results we wish to achieve.

6. Apply the “PLATINUM RULE.

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