Interpersonal Communications HAS 3230. Feedback Johari Window Others seeOthers don’t You see You...
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Transcript of Interpersonal Communications HAS 3230. Feedback Johari Window Others seeOthers don’t You see You...
![Page 1: Interpersonal Communications HAS 3230. Feedback Johari Window Others seeOthers don’t You see You don’t.](https://reader035.fdocuments.us/reader035/viewer/2022062320/56649d5e5503460f94a3e348/html5/thumbnails/1.jpg)
Interpersonal Communications
HAS 3230
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Feedback
• Johari WindowOthers see
Others don’t
You see
You don’t
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Feedback
• Johari WindowOthers
seeOthers don’t
You see
You don’
t
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Feedback
• Johari WindowOthers see
Others
don’t
You see
You don’t
![Page 5: Interpersonal Communications HAS 3230. Feedback Johari Window Others seeOthers don’t You see You don’t.](https://reader035.fdocuments.us/reader035/viewer/2022062320/56649d5e5503460f94a3e348/html5/thumbnails/5.jpg)
Giving Feedback
• Why, when• Specifics• Speak for yourself• Outline
– Observation– Effect on me or outcome– Pause– Suggestion or question
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Receiving Feedback• Be receptive• Listen• Remain calm• Don’t argue/defend• Probe for understanding• Acknowledge other’s perceptions• Process and act
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Rules Theory
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What happens without rules?
• The race for those with no sense of direction.
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Defining Rules
• Implicit• Explicit
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Rules in Action
• Followable• Prescriptive• Contextual• Pertain to Behavior
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Rule Behavior
• Rule-following• Rule-according• Rule-fulfilling
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Uncertainty Reduction Axioms
• Present at the beginning• Nonverbal support• Information seeking• Intimacy
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Uncertainty Reduction Axioms
• Reciprocity• Similarities• Liking
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Strategies
• Passive• Active• Interactive
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Social Exchange Theory
• Maximize positive outcomes• Reduce negative outcomes• Achieve rewards
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Equity (Social Exchange)
• Fair and equal• Maximize outcomes• Compromise• Inequity = distress• Restore equity
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Restoring Equity
• Behaviors are altered• Distort reality
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Social Styles
• Understanding social styles
• Framework for viewing style
• Applying your social style
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Social Styles
• Understanding social styles– Your own style– Others’ social style
• Framework for viewing style
• Applying your social style
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Social Styles
• Understanding social styles
• Framework for viewing style
• Applying your social style
![Page 21: Interpersonal Communications HAS 3230. Feedback Johari Window Others seeOthers don’t You see You don’t.](https://reader035.fdocuments.us/reader035/viewer/2022062320/56649d5e5503460f94a3e348/html5/thumbnails/21.jpg)
The Four Social Styles
TellingAsking
Controlled
Emotive
Assertiveness
Em
otion ability
EXPRESSIVEAMIABLE
ANALYTIC DRIVER
From Guide to Interpersonal Communication
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Social Styles
• Understanding social styles• Framework for viewing style• Applying your social style
– Identify your style– Identify others’ styles– Adapt your style to others– Work effectively with others
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Rules and Laws in an HSO
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Rules and Laws in an HSO
• List examples of communication rules and/or laws we might experience in a health care setting
• Why is it important to “obey” those rules or laws? What happens to those who don’t?
• Can we teach others to communicate better? How?
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The Four Habits Model
• Invest in the beginning• Elicit patient’s
perspectives• Demonstrate empathy• Invest in the end
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Problems in Health Care
• Client cooperation• Miscommunication• Misunderstandings• Unrealistic expectations• Lack of sensitivity• Dissatisfaction
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Therapeutic Relationships
Helping another person to understand himself or herself more fully, thereby aiding that individual in deciding how to direct behaviors to best achieve needs and goals.
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Therapeutic Relationships
• Empathy• Trust• Honesty• Validation• Caring• Humor
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Interpersonal Deception
• Falsification• Concealment• Equivocation
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The Look of Liars
• Uncertainty and vagueness• Nonimmediacy, reticence,
withdrawal• Disassociation• Image/Relationship
protecting
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Truth will prevail (maybe)
• Canned performances• Lie detector• Felt emotions• Cognitive overload
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Respondents’ Dilemma
• Truth bias• Social contract• Seize and freeze• Suspicion
– Avoid direct confrontation– Take-charge interview
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Respondents’ Dilemma
• Oblivious• Deceiver adjustment
– Maneuvers– Respondents behaviors are
obvious– Deceivers’ knowledge
• Doubt your ability
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Bottom Line
When talking with others, I should doubt my ability to detect deception.