Upload
mohammad-tawfik
View
216
Download
0
Embed Size (px)
Citation preview
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
1/162
2 18January2014
CourseObjectivesAsaprojectmanager,youarerequiredtoleadagroupofpeopletoaccomplishtargetssetbythe
highermanagement.Further,youwillneedtogothroughtheprocessofnegotiatingtheproject
objectivesand
outcomes
with
subordinates,
suppliers,
and
managers,
all
needing
skillful
tactics
and
understandingofthepersonorgroupyouaretalkingto.Inthiscourse,youwilllearnthenecessary
toolstounderstandthepeopleyouareinteractingwithaswellasthenecessaryskillsfordelivering
yourvision,persuadingotherstofollowit,andconvincingothersoftheaccomplishmentsyourteam
havemade.
IntendedLearningOutcomes:Bytheendofthiscourse,theattendeewillbeableto:
1. Distinguishbetweendifferentcharactertypes2. Identifybestapproachtechniquefordifferentpersonalities3. Applytechniquesforbuildingtrustandpersuasionwithcoworkers,suppliers,andmanagers4. Buildanddelivereffectivepresentations5. Applytechniquesofeffectiveleadership6. Identifykeyhabitsthatresultinineffectiveperformance7. Applyinnovativetechniquestochangingteamculture8. Negotiateeffectivelyindifferentprojectsettings9. Delivermessagesinaneffectiveform
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
2/162
3 18January2014
CourseScheduleLecture# Topic ILO# Assign.
1
10/2/2014
Introduction
TheDISCpersonalitymodel
1
2
17/2/2014
Thebigfivetheory
Buildingtrustandinfluencingpeople
1
2
3
24/2/2014
Buildingtrust
and
influencing
people
2,3
4
3/3/2014
Increasingtheeffectivenessofyourcommunications(Listen,
connect,clarify)
4 Assignment#1
Due
5
10/3/2014
Capturingtheattentionofyouraudience
Whattosayandwhattodisplay?
4
6
17/3/2014
Motivation
Differenttasksrequiredifferentmotivations
Whatnottodoasaleader?
5
6
7
24/3/2014MotivationalPresentation 6
8
31/3/2014
Innovation
Differentpeopleusedifferenttechniques
7
1,79
7/4/2014
Deliveringamessagethatstayswiththeaudience 9
10
14/4/2014StickyPresentations!
21/4/2014 3eedAlKeyamah(Easter)
11
28/4/2014
ManagingGroupMeetings
Negotiatingyourwaythroughpeople
1,3,812
5/5/2014
ConflictManagement 3,813
12/5/2014
ConflictManagement 3,814
19/5/2014ConflictPresentation
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
3/162
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
4/162
Course Schedule
Mondays 18:00 to 21:00
ProjectCommunications Management
MohammadTawfik
ProjectCommunications Management
MohammadTawfik
ProjectCommunications Management
MohammadTawfik
And why do you want that?
ProjectCommunications Management
MohammadTawfik
If you do not know
where you are going,
ProjectCommunications Management
MohammadTawfik
there!
What will make
ProjectCommunications Management
MohammadTawfik
appy
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
5/162
The DISC Model
ProjectCommunications Management
MohammadTawfik
ProjectCommunications Management
MohammadTawfik
The DISC Model
The DISC Personality System is the universallanguage of behaviour.
Behavioural characteristics can be groupedtogether in four major divisions
ProjectCommunications Management
MohammadTawfik
tend to exhibit specific behaviouralcharacteristics
All people share these four styles in varyingdegrees of intensity.
The DISC Model
The acronym DISC stands for the four
personality styles represented by the
letters:
ProjectCommunications Management
MohammadTawfik
I (Influence)
S (Steadiness)
C (Compliance)
D!
ProjectCommunications Management
MohammadTawfik
D!
Dominating
DecisiveDirect
ProjectCommunications Management
MohammadTawfik
Driving
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
6/162
D!
Independent
EnergeticFearless
ProjectCommunications Management
MohammadTawfik
Asks:What?Goal
Focused
D!
Respect
Facts
Dont
AskHow
ProjectCommunications Management
MohammadTawfik
QuickAsk
What
I!
ProjectCommunications Management
MohammadTawfik
I!
Influential
ImpulsiveEmotional
ProjectCommunications Management
MohammadTawfik
Innovative
I!
Social
EnergeticPersuasive
ProjectCommunications Management
MohammadTawfik
Asks:
Who?Optimistic
I!
Listen
NoDetailsHelpto
Organize
ProjectCommunications Management
MohammadTawfik
RecognizeAccomplis
hmentsBeSocial
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
7/162
S!
ProjectCommunications Management
MohammadTawfik
S!
Steady
SocialSafe
ProjectCommunications Management
MohammadTawfik
Predictable
S!
Consistent
LikeStability
Listener
ProjectCommunications Management
MohammadTawfik
Asks:How?
Ask:When?
Supportive
S!
NoPressure
AvoidNew
Ideas
Recognize
Achievement
ProjectCommunications Management
MohammadTawfik
Interestin
PersonalityClearGoals
C!
ProjectCommunications Management
MohammadTawfik
C!
Careful
CompliantAccurate
ProjectCommunications Management
MohammadTawfik
Conscientious
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
8/162
C!
Critical
SlowPrivate
ProjectCommunications Management
MohammadTawfik
Asks:
Why?
Ask:
How?
Logical
C!
AvoidSurprise
Be
Logical
Big
PictureFit
ProjectCommunications Management
MohammadTawfik
BeSpecific
BePatient
ProjectCommunications Management
MohammadTawfik
Homework #1
Go to:
http://WikiCourses.WikiSpaces.c
om
ProjectCommunications Management
MohammadTawfik
Fill in your registration
information on the PRMG045
registration form.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
9/162
1
The DISC Model
ProjectCommunicationsManagement
http://www.discinsights.com/cyber/
scripts/disc.asp
ProjectCommunicationsManagement
The DISC Model
The DISC Personality System is the universallanguage of behaviour.
Behavioural characteristics can be groupedtogether in four major divisions
ProjectCommunicationsManagement
tend to exhibit specific behaviouralcharacteristics
All people share these four styles in varyingdegrees of intensity.
The DISC Model
The acronym DISC stands for the four
personality styles represented by the
letters:
ProjectCommunicationsManagement
I (Influence)
S (Steadiness)
C (Compliance)
D!
ProjectCommunicationsManagement
D!
General Characteristics:
Direct. Decisive. High Ego Strength. Problem
Solver. Risk Taker. Self StarterValue to Team:
ProjectCommunicationsManagement
o om- ne organ zer. aces va ue on me.Challenges the status quo. Innovative
Possible Weaknesses:
Oversteps authority. Argumentative attitude.Dislikes routine. Attempts too much at once.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
10/162
2
D!
Greatest Fear:
Being taken advantage of.
Motivated By:
New challenges.
ProjectCommunicationsManagement
Power and authority to take risks and makedecisions.
Freedom from routine and mundane tasks.
Changing environments in which to work andplay.
D!
DO:
Be brief, direct, and to the point.
Ask "what" not "how" questions.
Focus on business; remember they desire
ProjectCommunicationsManagement
resu s.
Suggest ways for him/her to achieve results,be in charge, and solve problems.
Highlight logical benefits of featured ideasand approaches.
D!
DON'T:
Wander.
Repeat yourself.
ProjectCommunicationsManagement
Focus on problems.
Be too sociable.
Make generalizations.
Make statements without support.
I!
ProjectCommunicationsManagement
I!
General Characteristics:
Enthusiastic. Trusting; Optimistic. Persuasive;Talkative. Impulsive; Emotional
Value to Team:
Creative problem solver. Great encourager. Motivates
ProjectCommunicationsManagement
o ers o ac eve. os ve sense o umour.Negotiates conflicts; peace maker.
Possible Weaknesses:
More concerned with popularity than tangible results.Inattentive to detail. Overuses gestures and facialexpressions. Tends to listen only when it's convenient.
I!
Greatest Fear:
Rejection.
Motivated By:
ProjectCommunicationsManagement
a ery, pra se, popu ar y, an accep ance.
A friendly environment.
Freedom from many rules and regulations.
Other people available to handle details.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
11/162
3
I!
DO:
Build a favorable, friendly environment.
Give opportunity for them to verbalize
ProjectCommunicationsManagement
, .
Assist them in developing ways to transfertalk into action.
Share testimonials from others relating toproposed ideas.
I!
DON'T:
Eliminate social time.
Do all the talking.
ProjectCommunicationsManagement
Ignore their ideas or accomplishments.
Tell them what to do.
S!
ProjectCommunicationsManagement
S!
General Characteristics: Good listener; Team player. Possessive. Steady;
Predictable. Understanding; Friendly.
Value to Team:
Reliable and de endable. Lo al team worker.
ProjectCommunicationsManagement
. .Compliant towards authority. Good listener, patientand empathetic. Good at reconciling conflicts.
Possible Weaknesses: Resists change. Takes a long time to adjust to
change. Holds a grudge; sensitive to criticism.Difficulty establishing priorities.
S!
Greatest Fear:
Loss of security.
Motivated By:
ProjectCommunicationsManagement
ecogn on or oya y an epen a y.
Safety and security.
No sudden changes in procedure or lifestyle.
Activities that can be started and finished.
S!
DO:
Create a favorable environment: personaland agreeable.
ProjectCommunicationsManagement
person.
Provide them with clarification for tasksand answers to "how" questions.
Be patient in drawing out their goals.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
12/162
4
S!
DON'T:
Be pushy
Overly aggressive, or demanding.
ProjectCommunicationsManagement
Be too confrontational.C!
ProjectCommunicationsManagement
C!
General Characteristics:
Accurate; analytical. Conscientious; careful. Fact-finder; precise. High standards; systematic.
Value to Team:
Perspective: "the anchor of reality." Conscientious and
ProjectCommunicationsManagement
even-tempered. Thorough to all activities. Definessituation; gathers, criticizes and tests information.
Possible Weaknesses:
Needs clear-cut boundaries for actions/relationships.Bound by procedures and methods. Gets boggeddown in details. Prefers not to verbalize feelings. Willgive in rather that argue.
C!
Greatest Fear:
Criticism.
Motivated By:
ProjectCommunicationsManagement
Standards of high quality.
Limited social interaction.
Detailed tasks.
Logical organization of information.
C!
DO:
Prepare your case in advance.
Delineate pros and cons of proposed ideas.
Su ort ideas and statements with accurate
ProjectCommunicationsManagement
data.
Reassure them that no surprises will occur.
Submit an exact job description with aprecise explanation of how that task fits intothe big picture.
C!
DON'T:
Refuse to explain details. Answer questions vaguely or casually.
ProjectCommunicationsManagement
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
13/162
Personality Insights Inc.
Copyright 2010 Personality Insights, Inc. 800-509-3472 www.personalityinsights.comPage 1 of 5
A Powerful Way to Understand PeopleAn introduction of the DISC concept
By Robert A. Rohm, Ph.D.
Each Person has a Unique Personality
Each person's perspective is built in to who they are. Some people call it personality. Some refer to
it as temperament. I am sure that some of your family and friends are VERY different from you. Ifyou are like me, you have often asked yourself, "Why did they do that?" or "What were they
thinking?" or "What were they NOT thinking?"
The starting point of understanding people is to realize and accept the fact:
Everyone is not like you!
Have you ever said something to one person, and received a certain response, then said exactly the
same thing to another person, and received a totally different response? The basic reason theyrespond differently is that people have different personality styles! You said the same thing, but
what they "heard" was not the same. Wow, can that be confusing!
Different is not bad, it's just different!A lack of understanding of ourselves and others can lead
to real problems such as tension, disappointment, hurt feelings, unmet expectations and poorcommunication. As you know, it is hard to work with a problem, especially if you do not understand
what is going on inside the mind of another person.
Here is the Good News
There IS a way to understand people if you know the model of human behavior! There is a simplekey to understanding how people behave and how they are motivated. This key will allow you to
unlock the mystery of motivation. It will teach you the power of good relationships! It will also show
you how to reduce conflict, improve productivity and relate with others in ways that are moreeffective.
A Little Background
Twenty-four hundred years ago, scientists and philosophers, most notably Hippocrates, began to
recognize differences in behavior that seemed to follow a pattern. Many psychologists and scientists
have explored behavioral patterns over the years. In 1928 Dr. William Marston wrote The Emotionsof Normal People after earning his doctorate from Harvard University. Marston theorized that people
are motivated by four intrinsic drives that direct behavioral patterns. He then used four descriptivecharacteristics represented by four letters to describe a person's behavioral tendencies. The letters
he used were D, I, S and C. Since that time, the "DISC" concept has been used and applied in manyways.
Building on a "Wellness" Model
Many behavioral models focus on what is wrong with a person to identify "disorders." The DISCmodel is based on normal behavior, not abnormal behavior. DISC is a "wellness model" that is
objective and descriptive rather than subjective and judgmental.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
14/162
Personality Insights Inc.
Copyright 2010 Personality Insights, Inc. 800-509-3472 www.personalityinsights.comPage 2 of 5
The DISC wellness model is a good starting point for understanding people, but, as you might guess,
DISC can easily be used inappropriately to label someone or point out another person's"weaknesses." We approach the DISC model with two perspectives that allow it to be used
appropriately as an effective and encouraging tool for understanding others:
We use a POSITIVE approach to highlight STRENGTHS.(we believe your strengths should "carry you")
We use a POSITIVE approach to address BLIND-SPOTS.
(we believe your blind-spots should "concern you")
The bottom line is that healthy, positive relationships come from having an accurate, healthy,
constructive view of yourself and others.
So, now that you know where the DISC concept came from and the importance of having a positive,realistic approach, let's take a look at the Model of Human Behavior using the DISC overview.
The Model of Human Behavior
The model of human behavior is based on 2 foundational observations about how people normallybehave:
Observation #1: Some people are more outgoing, while others are more reserved.
You can think of this as each person's "internal motor." Some people always seem ready to"go" and "dive in." They engage their motor quickly. Others tend to engage their motor more
slowly or more cautiously.
Observation # 2: Some people are more task-oriented, while others are more
people-oriented.You can think of this as each person's compass that guides them. Some people are focused
on getting something done; others are more tuned-in to the people around them and theirfeelings.
With both observations, we want to emphasize that these behavioral tendencies are neither right or
wrong or good or bad. They are just different. We are simply identifying normal behavior styles.
People have different styles, and that is okay. We represent these 2 observations in the diagramsbelow.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
15/162
Personality Insights Inc.
Copyright 2010 Personality Insights, Inc. 800-509-3472 www.personalityinsights.comPage 3 of 5
Thus, we have 4 behavioral tendencies to help us characterize people:
Outgoing
Reserved
Task-oriented
People-oriented
Everyone has some of all 4 of these tendencies at different times and in differentsituations. However, most people typically have 1 or 2 of these tendencies that seem to fit them
well in their everyday behavior. And, on the other hand, 1 or 2 of these tendencies usually do not fitthem well, and these tendencies may even seem "foreign" to their approach to life. The balance of
these 4 tendencies shapes the way each person "sees" life and those around them.
By combining the 2 previous diagrams, we can show 4 basic quadrants of the circle as shown below:
The Model of Human Behavior
Thus, 4 basic personality traits emerge from our diagram corresponding to the 4 quadrants of the
circle (In clockwise order):
Outgoing and Task-oriented (upper left)
Outgoing and People-oriented (upper right)
Reserved and People-oriented (lower right)
Reserved and Task-oriented (lower left)
Next, we will add descriptive terms for each of the four main personality types that emerge in thediagram. The descriptive terms will begin with D, I, S and C.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
16/162
Personality Insights Inc.
Copyright 2010 Personality Insights, Inc. 800-509-3472 www.personalityinsights.comPage 4 of 5
Describing Each Personality Style(4 Different Types - 4 Different Priorities)
As mentioned before, we will add the descriptive terms to the diagram. Notice the letters D, I, S andC appear in the 4 quadrants of the circle in the diagram below. You will also notice that descriptive
terms have been added in each of the 4 corners of the diagram.
Now we can further describe each of the four main personality styles:
The Dominant "D" type- An outgoing, task-oriented individual will be focused on getting thingsdone, accomplishing tasks, getting to the bottom line as quickly as possible and MAKING IT HAPPEN!
(The key insight in developing a relationship with this type person is RESPECT and RESULTS.)
The Inspiring "I" type- An outgoing, people-oriented individual loves to interact, socialize andhave fun. This person is focused on what others may think of him or her. (The key insight indeveloping a relationship with this type person is ADMIRATION and RECOGNITION.)
The Supportive "S" type- A reserved, people-oriented individual will enjoy relationships,helping or supporting other people and working together as a team. (The key insight in developing arelationship with this person is FRIENDLINESS and SINCERE APPRECIATION.)
The Cautious "C" type- A reserved, task-oriented individual will seek value, consistency andquality information. This person focuses on being correct and accurate. (The key insight indeveloping a relationship with this individual is TRUST and INTEGRITY.)
To summarize the DISC Model of Human Behavior (in clockwise order) :
Dstands for the DOMINANTType which is OUTGOING and TASK-ORIENTED. Istands for the INSPIRINGType which is OUTGOING and PEOPLE-ORIENTED. Sstands for the SUPPORTIVEType which is RESERVED and PEOPLE-ORIENTED. Cstands for the CAUTIOUSType which is RESERVED and TASK-ORIENTED.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
17/162
Personality Insights Inc.
Copyright 2010 Personality Insights, Inc. 800-509-3472 www.personalityinsights.comPage 5 of 5
What Is Your PQ?
We spend years in school developing our intelligence to effectively use our mind. Developing our
unique personality to effectively use our behavior is just as vital to successful living. YourIntelligence Quotient, or IQ, measures your intelligence. Your Personality Quotient, or PQ, refers to
your ability to understand yourself and others for effective communication and teamwork. Studieshave shown that technical skill, beginning with intelligence and developed through education and
experience, accounts for only 15% of success in the workplace. The other 85% of workplace successcomes from people skills! These skills are developed through learning better ways to behave and
interact.
As Dr. Robert Rohm likes to say, If I understand you, and you understand me, doesnt it make
sense that we can work more effectively together?
The Elevator Test: Which Type Are You?
The elevator doors are about to close on an eager rider who is trying to get on the
elevator. Four people are already inside the elevator. One of the people in the crowded box is in a
hurry and does not want to wait (outgoing and task-oriented). There is also a bubbly, energetic
passenger who holds the door open while greeting the newcomer (outgoing and people-oriented). Athird rider is happy either way and smiles while waiting patiently (reserved and people-oriented).The final passenger is concerned as she calculates the weight to see if the elevator can handle
another person (reserved and task-oriented).
While not perfectly scientific, this scenario depicts in broad brush strokes the Dominant(outgoing/task-oriented) person who is focused on getting somewhere fast; the Inspiring (outgoing
and people-oriented) person who is energized by all the interaction; the Supportive
(reserved/people-oriented) person who reacts calmly and tries to get along regardless; and theCautious (reserved/task-oriented) person who wants to make sure the added person doesnt exceed
the weight limit!
As you can see, there were four different people who responded to the same event in four verydifferent ways!
You Are Off To A Good Start!
One of the dangers of learning about DISC is that you may think you already understand all there isto know about it now. Did you know there are not just 4 personality styles? We identify 41 specific
personality blends that they are all very different. Even within the 41 blends, there can be a widevariety of nuances.
The Next Step Is
There are 4 basic steps in learning how to work with other people. Learn about the
1. Learn about the Model of Human Behavior
2. Take a personality profile assessment to learn about yourself.3. Study material that teaches you how to read the personality of another person
4. Study material that teaches you how to adapt YOURSELF to work better with others.
To learn more, please visit us online at http://www.personalityinsights.com/
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
18/162
Personality Traits and
7-Habbits
ProjectCommunications Management
MohammadTawfik
Lecture 2
The Big Five theory
ProjectCommunications Management
MohammadTawfik
Ref: Motivation
by Lambert Deckers
Big
Openness
Conscientiousness
Neurot
icism
ProjectCommunications Management
MohammadTawfik
Extrav
ersionAgreeabl
eness
L.Deckers,Motivation
These are the five dimensions
through which personalities
ProjectCommunications Management
MohammadTawfik
er
OpennessOpenness
LowLow HighHigh
ProjectCommunications Management
MohammadTawfik
ShallowShallow SimpleSimple ArtisticArtistic Cleve rClever CuriousCurious
ConscientiousnessConscientiousness
LowLow HighHigh
ProjectCommunications Management
MohammadTawfik
CarelessCareless ForgetfulForgetful CautiousCautious DependableDependable
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
19/162
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
20/162
How mature are you?
ProjectCommunications Management
MohammadTawfik
Levels of Maturity
Dependent Independent Interdependent
ProjectCommunications Management
MohammadTawfik
Stephen Covey The Seven Habit of Highly
Effective People
ProjectCommunications Management
MohammadTawfik
In a strict sense, we are all
de endent!
ProjectCommunications Management
MohammadTawfik
It is about emotionalde endenc !
ProjectCommunications Management
MohammadTawfik
You are dependent if:
You need to be recognized for what you do
You seek gratification through the thanking ofothers
ProjectCommunications Management
MohammadTawfik
You feel secure by the assurance of others
MOST OF THE TIME!
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
21/162
Do not get me wrong! You
CAN NOT be happy without
ProjectCommunications Management
MohammadTawfik
peop eWait until we talk about
interdependence.
Seven Habits
ProjectCommunications Management
MohammadTawfik
To be Independent
You need to be
ProjectCommunications Management
MohammadTawfik
To be Independent
You need to take the initiative!
ProjectCommunications Management
MohammadTawfik
To be Independent You need to focus on what you can affect!
ProjectCommunications Management
MohammadTawfik
To be Independent
You need to set you own goals!
ProjectCommunications Management
MohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
22/162
SMART Goals
ProjectCommunications Management
MohammadTawfik
ProjectCommunications Management
MohammadTawfik
Becoming Independent
ProjectCommunications Management
MohammadTawfik
BeProactive
EndinMind
First
Now that you became
inde endent
ProjectCommunications Management
MohammadTawfik
Lets go for interdependence!
ProjectCommunications Management
MohammadTawfik
To become interdependent
You need to think about what makes others happy
ProjectCommunications Management
MohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
23/162
To become interdependent
You need to listen and understand what
others need
ProjectCommunications Management
MohammadTawfik
To become interdependent
ProjectCommunications Management
MohammadTawfik
You need to work out the solutions that
will make everyone satisfied
Synergize
ProjectCommunications Management
MohammadTawfik
Becoming Interdependent
ProjectCommunications Management
MohammadTawfik
Win
Understand Synergize
Dont forget your machine!
ProjectCommunications Management
MohammadTawfik
Sharpen the Saw!
ProjectCommunications Management
MohammadTawfik
Stephen Covey, The 7 Habits of
Highly Effective People
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
24/162
The four Dimensions of your
life!
Body Soul
ProjectCommunications Management
MohammadTawfik
Rel at ion sh ips M in d
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
25/162
18/2/2013
Copyright Allyn & Bacon 2010 1
Chapter 9. Personality and Self in Motivation
Overview
Personality Associated with Motivation Personality Traits Affect Motivation
Self as a Motivational System
CopyrightAllyn&Bacon2010
This multimedia product and its contents are protected undercopyright law. The following are prohibited by law: any publicperformance or display, including transmission of any imageover a network; preparation of any derivative work, includingthe extraction, in whole or in part, of any images; any rental,lease, or lending of the program.
Personality Associated With Motivation
Temperament and personality are real
People differ in their temperament andpersonality
These differences determine what is motivating,especially in regards to incentive motivation
CopyrightAllyn&Bacon2010
Temperament, Personality, and Behavior
Temperament: differences in emotionality thatresult from genetically inherited characteristics
Example, different breeds of dogs have different
temperaments, e.g., Beagles and Terriers are
more sociable than are Basenjis and Shetland
CopyrightAllyn&Bacon2010
Sheepdogs
Temperament, Personality, and Behavior,
continued
Personality: behavioral consistencies that resultfrom the interaction between temperament and
social experiences
Example, dogs temperament interacts with
CopyrightAllyn&Bacon2010
rear ng
Sociability in dogs parallels extraversion inhumans
Personality Traits as Categories or Causes
of Behavior
Personality traits: specific dimensions in
behavioral consistency across time and relevant
situations
Traits are categories but also causes of behavior
CopyrightAllyn&Bacon2010
Personality Traits as Categories or Causes
of Behavior, continued
Traits cause people to react differently to
different situations
Traits also cause people to approach and avoid
different situations
CopyrightAllyn&Bacon2010
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
26/162
18/2/2013
Copyright Allyn & Bacon 2010 2
Personality Traits for Motivation
Personality traits determine how people react to
situations, e.g., positively or negatively Personality traits determine the choice of
situations and the altering of situations, e.g.,
approach, avoid, or modify situation
CopyrightAllyn&Bacon2010
Five Factor Model
Five-factor model: divides personality into 5
traits: Openness to experience
Conscientiousness
Extraversion
CopyrightAllyn&Bacon2010
Agreeableness
NeuroticismMore information available at
http://www.uoregon.edu/~sanjay/bigfive.html
Sensation Seeking
Sensation seeking: a personality trait defined bythe seeking of varied, novel, complex, and
intense sensations and experiences
The trait includes a willingness to take various
risks for the sake of such sensations and
CopyrightAllyn&Bacon2010
experiences
Sensation Seeking, continued
Four components of sensation seeking are:
Thrill and adventure seeking
Experience seeking
Disinhibition
CopyrightAllyn&Bacon2010
Biological Reality of Traits
Traits have a biological reality, e.g., grounded in
the material world
Traits are not fictional intervening variables
CopyrightAllyn&Bacon2010
Operational Definitions
Operational definition: a psychological construct
is defined by the procedure used to measure it
Traits are defined by the procedures used to
measure them, e.g., personality scales
CopyrightAllyn&Bacon2010
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
27/162
18/2/2013
Copyright Allyn & Bacon 2010 3
Operational Definitions
The 40 item Mini-Marker Set measures, i.e.,
operationally defines the big-five personalityfactors
Mini-Marker Set available athttp://www.uoregon.edu/~gsaucier/gsau41.pdf
CopyrightAllyn&Bacon2010 CopyrightAllyn&Bacon2010
Operational Definitions, continued
Sensation Seeking Scale measures, i.e.,operationally defines a persons level of
sensation seeking
Sensation Seeking Scale available athttp://www.bbc.co.uk/science/humanbody/mind/surveys/sensation/index.shtml
CopyrightAllyn&Bacon2010
Psychophysiology and Neuropsychology
In psychophysiology, personality traits arecorrelated with physiological variables
CopyrightAllyn&Bacon2010
Psychophysiology and Neuropsychology,
continued
In neuropsychology, personality traits arecorrelated with brain and neurotransmitter
activity
Monoamine oxidase (MAO): a brain enzyme
CopyrightAllyn&Bacon2010
that is a marker for sensation seeking andcorrelates negatively with scores on theSensation Seeking Scale
Behavioral Genetics
The closer the genetic relationship betweenindividuals the stronger the correlation between
their personality traits and their level of
sensation seeking
Identical twins are more alike than fraternal twins
CopyrightAllyn&Bacon2010
in the big-five personality traits and in sensationseeking even when identical twins are reared
apart
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
28/162
18/2/2013
Copyright Allyn & Bacon 2010 4
CopyrightAllyn&Bacon2010
Figure 9.1. Person ality Traits of Identic al and Fraternal
Twins.
Correlations between twins of the big five personality traits was
greater for identical (MZ) twins than for same-sex fraternal twins
(DZ).Source: Genetic and Environmental Influences on Personality: A Study of Twins Reared Together Using the
Self-and Peer Report NEO-FFI Scales by R. Riemann et al., 1997, Journal of Personality, 65, table 2, p. 461.
CopyrightAllyn&Bacon2010
Fig. 9.2. Sensation Seeking of Separated and Identical and
Fraternal Twins.
Correlations between twins for components of sensation seeking
was greater for identical (MZ) twins than for same-sex fraternal
twins (DZ). However, there was no difference for thrill and
adventure seeking (TAS).Source: The Genetic Correlation Between Impulsivity and Sensation Seeking Traits by Y-M Hur & T. J.Bouchard, Jr., 1997. Behavior Genetics, 27, table III, p. 460 .
Personality Traits Affect Motivation
Personality traits are real and thereforedetermine
How people react to situations
How people select or alter situations
CopyrightAllyn&Bacon2010
Personality and Environment
Trait-environment interaction: how a personreacts to a situation depends on the amount of a
personality trait he/she possesses
Trait-environment correlation: the situation or
activity a person selects depends on the amount
CopyrightAllyn&Bacon2010
of personality trait he/she possesses
Effects of Extraversion on Motivation
To what situations do extraverts, compared tointroverts, react positively and negatively?
What situations do extraverts, compared to
introverts, approach and avoid?
CopyrightAllyn&Bacon2010
Extraversion-Environment Interaction
Compared to introverts, extraverts are easier to
put into a good mood
Are more satisfied with their social relationships
Are more sensitive to humor stimuli
CopyrightAllyn&Bacon2010
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
29/162
18/2/2013
Copyright Allyn & Bacon 2010 5
Extraversion-Environment Correlation
Compared to introverts,
Extraverts participate in social activities more Choose to be at group study tables in the library
Go out for team sports
CopyrightAllyn&Bacon2010
Extraversion and the Channeling of Motives
Channeling hypothesis: personality traits
channel or convey how psychological motivesare represented and satisfied
CopyrightAllyn&Bacon2010
Extraversion and the Channeling of Motives,
continued
Level of extraversion determines how a personsaffiliation motive is satisfied
Affiliation motive is satisfied by volunteer work
for extraverted women
CopyrightAllyn&Bacon2010
Extraversion and the Channeling of Motives,
continued
Level of extraversion determines how a personspower motive is satisfied
Power motive is satisfied by women graduates
of Radcliffe entering high impact (power) careers
that allow them to interact with people
CopyrightAllyn&Bacon2010
Effects of Neuroticism on Motivation
Neuroticism is the personality trait that ranges
from nonemotional (calm, contented) to
emotional (anxious, quickly roused)
CopyrightAllyn&Bacon2010
Neuroticism-Environment Interaction
High-neuroticism individuals are easier to put in
a bad mood
They also experience more negative moods in
various aspects of life
CopyrightAllyn&Bacon2010
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
30/162
18/2/2013
Copyright Allyn & Bacon 2010 6
Neuroticism-Environment Correlation
High-neuroticism individuals are more likely to
drink to cope with negative social interactions They are more likely to engage in risky
behaviors to cope
CopyrightAllyn&Bacon2010 CopyrightAllyn&Bacon2010
Figure 9.3. Neuroticism and Drinking
Alon e.
Individuals high neuroticism choose to increase their solitary
drinking with increases in the number of negative interpersonal
exchanges they experience. Individuals low in neuroticismwere not affected. Source: Daily Interpersonal Experiences, Context, and AlcoholConsumption: Crying in Your Beer and Toasting Good Times C. D. Mohr et al., 2001, Journal ofPersonality and Social Psychology, 80, figure 2, p. 496. Copyright by APA. Reprinted by permission.
Effects of Conscientiousness on Motivation
High conscientiousness is associated with beingcompetent, orderly, achievement striving, and
self-disciplined
Conscientiousness correlates positively with
GPA and with healthy life-style behaviors
CopyrightAllyn&Bacon2010
Effects of Agreeableness on Motivation
Agreeableness is associated with being trusting,compliant, and helpful
Agreeable people are more likely to help a
stranded motorist who is a friend or sibling
CopyrightAllyn&Bacon2010
CopyrightAllyn&Bacon2010
Figure9.4. Agreeableness andHelping. Participantshighinagreeablenessreportedmorelikelytohelpastrandedmotoristwhenthatpersonwasafriendorsibling. Therewasnodifferencebetweenlowandhighagreeablenessinhelpingastranger.Source: Agreeableness,Empathy, andHelping: APerson xSituationPerspective byW.G.Grazianoet al.,2007,JournalofPersonalityandSocialPsychology, 93,p.586.
Effects of Multiple Traits on Motivation
Several personality traits can combine to affectthe motivation of behavior
CopyrightAllyn&Bacon2010
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
31/162
18/2/2013
Copyright Allyn & Bacon 2010 7
Internet Usage
Students low in agreeableness,
conscientiousness, and extraversion used theinternet more
High conscientiousness associated with internetuse for academic purposes
CopyrightAllyn&Bacon2010
Prejudice
Selection hypothesis: level of an individuals
personality trait determines the type of contactsought with members of other groups
Selection hypothesis is an instance of trait-environment correlation
CopyrightAllyn&Bacon2010
Prejudice, continued
Individuals high in openness-to-experiencesought more contact with minority group
members
Individuals high in openness-to-experience and
in agreeableness had positive attitudes toward
CopyrightAllyn&Bacon2010
minority group members from quality of contact
Happiness and the Big Five Personality
Traits Very happy students are lower on neuroticism
and higher on extraversion and agreeableness
Extraverts gain greater positive affect from their
social interactions
CopyrightAllyn&Bacon2010
CopyrightAllyn&Bacon2010
Figure 9.5. Happiness and Personality.
Students classified as very happy were significantly lower in
neuroticism and higher in extraversion and agreeableness than were
students classified as very unhappy. They did not differ in
conscientiousness and openness. Source: Very Happy People by E. Diener & M. E. P.Seligman, 2002, Psychological Science, 13, table 3, p. 84.
Effects of Sensation Seeking on Motivation
Sensation seeking determines how a personreacts to a situation or event
Sensation seeking determines the situations and
activities a person chooses
CopyrightAllyn&Bacon2010
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
32/162
18/2/2013
Copyright Allyn & Bacon 2010 8
Sensation Seeking-Environment Interaction
High sensation seekers enjoy more intense
sensations and experiences
CopyrightAllyn&Bacon2010
Sensation Seeking-Environment Correlation
High sensations are more likely to:
Choose to engage in risky sports and activities
Prefer unusual stimuli and situations
Choose things that are out of the ordinary
CopyrightAllyn&Bacon2010
Be more more susceptible to boredom
Self as a Motivational System
How people view themselves in the futuredetermines what motivates them in the present
CopyrightAllyn&Bacon2010
Self-Concept
Self-Concept: a persons knowledge about selfis organized into a schema from which
information about the self can be retrieved and
evaluated
CopyrightAllyn&Bacon2010
Motivation Regarding Self-Knowledge
Self-enhancement: learn positive things about
self
Consistency: learn information that is consistent
with current self-knowledge
Appraisal: information about self is accurate but
CopyrightAllyn&Bacon2010
a s a so en anc n g an cons s en w se
Possible Selves as Incentives
A person is motivated to aspire to a possible self
that is more valued than current self
Possible self is a positive incentive for which a
person strives
CopyrightAllyn&Bacon2010
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
33/162
18/2/2013
Copyright Allyn & Bacon 2010 9
Self-Esteem
Self-esteem is the outcome of a self-evaluation
process
CopyrightAllyn&Bacon2010
Defining Self-Esteem
Self-esteem: resulting negative or positive
judgment that result from I evaluating me Self-esteem = Success/Pretentions (possible
selves)
-
CopyrightAllyn&Bacon2010
Self-Esteem Depends on the Contingency of
Self-Worth
Contingencies of self-worth: domains in peopleslives that they consider important for their self-
esteem
CopyrightAllyn&Bacon2010
Self-Esteem Depends on the Contingency of
Self-Worth, continued
High self-esteem results from successes indomains of contingent self-worth
Low self-esteem results from failures in domains
of contingent self-worth
CopyrightAllyn&Bacon2010
Endeavors outside of those domains have no
effect on self-esteem
Table 9.3. Domains of Contingencies of Self-
WorthOthers approval: opinion, acceptance by others
Appearance: physical looks of face and body
Competition: outperforming others in competitive
tasks
Academic competence: high grades, do well in
CopyrightAllyn&Bacon2010
schoolFamily support: approval, acceptance, care of family
Virtue: follow ethical principles or abide by moral
code
Gods love: belief one is loved by God, feeling of
religiosity
Self-Esteem Depends on the Contingency of
Self-Worth, continued
Contingencies of self-worth is measured by
Contingencies of Self-Worth Scale that isavailable at
http://www.rcgd.isr.umich.edu/crockerlab/scales/CSWscale.pdf
CopyrightAllyn&Bacon2010
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
34/162
18/2/2013
Copyright Allyn & Bacon 2010 10
Self-Esteem Depends on the Contingency of
Self-Worth, continued Students with low and high academic-contingent
self-worth were compared on days they receivednews about acceptance to graduate school
Acceptance and rejection letters only affected
students with high academic-contingent self-
CopyrightAllyn&Bacon2010
worth
CopyrightAllyn&Bacon2010
Figure 9.6 Self-Esteem Depends on Academic-Contingent
Self-Worth
Self-esteem dropped with a rejection letter and rose with an
acceptance letter to graduate school for students with high
academic-contingent self-worth. Students for whom academic
competence was not a domain of contingent self-worth wereunaffected.Source: Hopes Dashed and Dreams Fulfilled: Contingencies of Self-Worth and Admissions to GraduateSchool by J. Crocker et al., Personality and Social Psychology Bulletin, 28, p. 1280.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
35/162
97
our society. It contrasts sharply with the conflict-driven
psychoanalytic theory and the environment-driven behavioristtheory.
2. This perspective includes such theories as Carl Rogers Self-Theoryand Maslows Need Theory.
C.
Carl Rogers Self Theory1. Fulfillment of potential means becoming a FULLYFUNCTIONING PERSON(p. 94) (one who gets along well with
others by offering unconditional positive regard and genuinelycaring about them).
2. Self-esteem is essential to growth and fulfillment of onespotentialpositive self-esteem developed through unconditionalpositive regard.
a. Everyone is born with the potential to treat other people withgenuine concern and respect.
b. If environment is positive, one that fosters self-esteem, peoplewill reach potential and become fully functioning.c. Positive self-esteem = treat others well; negative self-esteem =treat others poorly.
d. Negative self-esteem can be reversed by changes in theenvironment.
3. Critical Thinking Questions (p. 95): Give some examples ofunconditional and/or conditional positive regard that you have
received in your life. How did you feel as a result of these messages? D. What is Maslows Need Hierarchy?
1. Maslow posited that humans are born with an innate drive tomaximize potential.
2. Maximizing ones potential revolves around self-actualization.3. People are challenged by a series of needs as they strive to become
self-actualized. These levels of needs form MASLOWS NEED
HIERARCHY(p. 95) (A model which suggests that lower-orderneeds must be met before we can focus on higher-order needs).
a. See Figure 3.5 (Maslows Hierarchy of Needs) (p. 96)b. Levels include the following needs: physiological needs, safety
needs, belongingness needs, and esteem needs.
c. Lower order needs must be fulfilled before higher order needsare addressed.
1) Physiological or biological needs are the most basicneeds.
2) Safety needs revolves around keeping people fromphysical harm.
3) Belongingness needs involve the needs to be connectedto others in the social world.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
36/162
98
4. Critical Thinking Question (p. 96): Can you think of a situation inwhich someone might not be concerned with personal safety because
of worry about meeting physiological needs?5. SELF-ACTUALIZATION(p. 95) occurs when an individual has
developed a complete sense of who she is, what her strengths are,
and routinely acts in a way that is consistent with that.a. When lower order needs are met, people then strive towardself-actualization. This varies based on individual values and
interests.b. Not everyone becomes self-actualized; some get stalled at the
fourth level. There is continual movement up and down the
hierarchy throughout life as situations change.c. See Table 3.2 (Characteristics of Self-Actualizing People)
(p. 97).
E. Culture and Maslows Hierarchy of Needs1. Maslows theory is uniquely Western in terms of the hierarchy.2.
Cultural differences were found in relation to culture.F. Applying the Humanist Theory to Human Relations
1. Humanist theory offers a positive alternative to the psychoanalystsand the deterministic perspective.
2. Humans have an innate tendency to grow in a positive direction andneed positive environmental conditions to reach that goal.
3. Humans who act to hurt themselves or others do so because ofnegative environmental conditions that can be changed.
Critical Thinking Questions (p. 98): Humanist theories are appealing to many
people, because they seem logical and easy to relate to in our own lives. What
examples can you think of from your own life that can be explained by one or both
of the humanist theories? Can you also think of some examples of situations or
people you have heard of that dont fit one of the humanist theories?
IV. Trait TheoriesA. Preview Questions
1. According to trait theories, what shapes our personality?2. How can trait theory help us understand others better and improve
our relations?B. Why Do People Do What They Do?
1. Trait theories are one of the oldest explanations of personality whichsuggest that behavior can be explained in terms of PERSONALITYTRAITS(p. 99) which are characteristics that predict a persons
behavior consistently across a wide range of situations.
2. The current predominant trait theory is called The Big Five TraitTheory. See Figure 3.6 (The Big Five Trait Theory) (p. 99) for a
depiction of the continuum included in the theory.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
37/162
99
C. THE BIG FIVE TRAIT THEORY(p. 99) is defined as a theory, whichsuggests that personality can be measured on five major dimensions. SeeGoldberg (The Structure of Phenotypic Personality Traits, 1993).
1. EXTRAVERSION/INTROVERSION(p. 99) is a personality traitbased on a persons preference for social or contemplative
environments.2. NEUROTICISM/EMOTIONAL STABILITY(p. 99) is apersonality trait characterized by anxiety, nervousness, self-
consciousness, and moodiness.3. LOW OPENNESS/HIGH OPENNESS(p. 99) is a personality trait
characterized by originality, imagination, independence, curiosity,
and broadmindedness.
4. LOW CONSCIENTIOUSNESS/HIGH CONSCIENTIOUSNESS(p. 99) is a personality trait characterized by dependability,
efficiency, persistence, and a strong sense of order.
5. LOW AGREEABLENESS/HIGH AGREEABLENESS(p. 99) isa personality trait, which includes behaviors such as kind, sincere,courteous, helpful, patient, honest, and cooperative.
D. Applying the Big Five Theory1. Intimate relationships:Personality accounted for 20% of marital
adjustment in women and 11% of marital adjustment in men.
Neuroticism played the biggest role in this effect. Can you guesswhy? (Emotional stability would help a person to cope with the
inevitable ups and downs of a relationship).
2. Cross-cultural: Research findings suggest that five traits are majordeterminants of personality in collectivistic and individualistic
cultures, but predictions are not as successful in collectivisticcultures.
3. Lifespan development: Across many cultures, extraversion,neuroticism and openness tend to decline as a person grows from
adolescence into adulthood; agreeableness and conscientiousnessincrease. After age 30, traits tend to remain stable.
E. Critical Thinking Questions (p. 102): Think of someone you know well andguess how high that person might score on each of the five traits. How does
this information help you predict how the person might react in a particular
situation?
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
38/162
1
The 7-Habbits of the Highly
Effective Peo le
ProjectCommunicationsManagement
Stephen Covey
The Seven Habits
Be Proactive
Begin with the end in mind
Put first things first-
ProjectCommunicationsManagement
Seek first to understand then to be
understood
Synergize
Sharpen the saw
Basic Needs of Life
Live
Love and be loved
Learn and acquire new experiences
ProjectCommunicationsManagement
Leave a legacy and feel important to
others
1- Be Proactive
ProjectCommunicationsManagement
Be Proactive
Your life is a product of your values
not your feelings
Your life is a product of your decisions
ProjectCommunicationsManagement
not your con t ons
You and I have the capacity to chose
our response
Be Proactive
You feel better when the weather isgreat
do better when you feel better
ProjectCommunicationsManagement
you carry your good weather within you
Take initiative
Be response-able
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
39/162
2
Freedom!
Victor Frankel, psychologist
The last human freedom the power to
chose my response to any condition
ProjectCommunicationsManagement
etween t e st mu us an t e response es
your freedom to chose the response
We have control over our freedom not ourliberty!
Circle of Influence
Do not let the things you can do
nothing about interfere with the things
you can do a great deal about
ProjectCommunicationsManagement
Focus on your circle of influence not
your circle of concerns
I have to revenge!
It is not the snake that hurts you, itschasing it that drives the poison to yourheart
It is not what people do to us that hurts
ProjectCommunicationsManagement
us, t s our c osen response t at urts us Reactive people think about how to get
back on people who tried to hurt them Nothing can make you feel inferior
without your consent Eleanor Roosevelt
I am Response-able!
Language of the proactive person: I
chose to, I prefer to, yes, no, I will
Language of the reactive person: I
ProjectCommunicationsManagement
ave to, must, on y, can t,
havent time
You are the programmer
2- Begin with the end in mind
ProjectCommunicationsManagement
Begin with the end in mind
What is the purpose of what you are
doing?
What is the purpose of our
ProjectCommunicationsManagement
organ zat on
What is the purpose of my life?
What is it that I am about?
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
40/162
3
Develop a mission statement
Let it become your eye glasses you
see everything through it
Let it be timeless
ProjectCommunicationsManagement
It works Regardless of the situation
It Deals with both ends and means
The 10 Natural Laws of
Successful Life and Time
ProjectCommunicationsManagement
Hyrum Smith
. Managing Your Time
Law 1: You control your life bycontrolling your time.
Law 2: Your governing values are thefoundation of personal fulfilment.
Law 3: When our dail activities reflect
ProjectCommunicationsManagement
your governing values, you experienceinner peace.
Law 4: To reach any significant goal, youmust leave your comfort zone.
Law 5: Daily planning leverages timethrough increased focus.
Managing Your Time
ProjectCommunicationsManagement
Managing Your Life
Law 6: Your behaviour is a reflection ofwhat you truly believe.
Law 7: You satisfy needs when yourbeliefs are in line with reality.
ProjectCommunicationsManagement
aw egat ve e av ours areovercome by changing incorrect beliefs.
Law 9: Your self-esteem must ultimatelycome from within.
Law 10: Give more and youll have more.
Managing Your Life
ProjectCommunicationsManagement
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
41/162
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
42/162
5
Think Win-Win
Nurture competency higher than yours
without feeling threatened
Share knowledge, recognition, gain,
ProjectCommunicationsManagement
pro t
More creativity, resourcefulness,
integrity, wisdom, intelligence
Builds a quality of a relationship
Think Win-Win
No deal is always an option! Agree to
disagree agreeably.
Being nice or soft is not a win-win,
ProjectCommunicationsManagement
t at s ose-w n
A Good Agreement
To set up an agreement you have to:
get a clear picture of what the desired
outcome will be
teach the uidelines includin the no-
ProjectCommunicationsManagement
nos (do not tell them about the methods)
identify the resources
identify how accountability is to be done
identify the consequences (good or bad).
5- Seek first to understand
then to be understood
ProjectCommunicationsManagement
Listen!
The whole key is in the sequence
Do not listen with intend to reply,rather, with the intend to understand
ProjectCommunicationsManagement
You need to be influenced to be able
to influence
You need to diagnose before
prescribing the medicine
Understand!
It requires patience and openness
It requires a lot of time, but it saves a lot of
time on the long run
ProjectCommunicationsManagement
n erstan ng oes not mean t at you
agree it means that you accept the other
Relationships are more important thanefficiency
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
43/162
6
6- Synergize
ProjectCommunicationsManagement
1+1=?
1+1=2 Transaction
Everyday life
1+1=1.5
ProjectCommunicationsManagement
omprom se
Realistic in low trust environment
1+1 >= 3 Synergy
Trust, care, and understanding
Differences
Do not respect differences!
Do not accept differences!
Do not tolerate differences!
ProjectCommunicationsManagement
CELEBRATE differences!
Be Objective!
The key to objectivity is to realize
that we are subjective!
You see the world as you are, not as it
ProjectCommunicationsManagement
s
You look through the eyeglasses of
your experience!
The Fruit
Think win-win is the root
Seek first to understand is the rout Synergize is the fruit
ProjectCommunicationsManagement
7- Sharpen the Saw
ProjectCommunicationsManagement
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
44/162
7
Sharpen the Saw
I am busy sawing, stupid!
The habit of renewal
ProjectCommunicationsManagement
Keep the balance between
productivity and productive capability
Our four dimensions
Body Exercise, nutritionMind Reading, less television, writing, keep a
journal
ProjectCommunicationsManagement
renew your value system, work on yourmission statement, get out of home, pray,
Relationships Rebuild broken relationships, strengthen
existing ones
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
45/162
Win Friends and Influence
Peo le
ProjectCommunications ManagementMohammadTawfik
Lecture 3
How to Win Friends and
Influence Peo le
ProjectCommunications ManagementMohammadTawfik
DaleCarnegie1937
Fundamental Techniques In
Handlin Peo le
ProjectCommunications ManagementMohammadTawfik ProjectCommunications ManagementMohammadTawfik
Givehonestandsincereappreciation
ProjectCommunications ManagementMohammadTawfik
Arouseintheotherpersonaneagerwant
ProjectCommunications ManagementMohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
46/162
Six Ways To Make People
Like You
ProjectCommunications ManagementMohammadTawfik ProjectCommunications ManagementMohammadTawfik
Smile!
ProjectCommunications ManagementMohammadTawfik
Remember Names
ProjectCommunications ManagementMohammadTawfik
Encourageotherstotalkaboutthemselves
ProjectCommunications ManagementMohammadTawfik
Talkintermsoftheotherperson'sinterests
ProjectCommunications ManagementMohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
47/162
Maketheotherpersonfeelimportant
ProjectCommunications ManagementMohammadTawfik
Win People To Your Way Of
Thinkin
ProjectCommunications ManagementMohammadTawfik
Theonlywaytogetthebestofanargumentistoavoidit
ProjectCommunications ManagementMohammadTawfik
Showrespectfortheotherperson'sopinions
ProjectCommunications ManagementMohammadTawfik
ProjectCommunications ManagementMohammadTawfik
Gettheotherpersonsaying"yes,yes"immediately
ProjectCommunications ManagementMohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
48/162
Lettheotherpersondoagreatdealofthetalking
ProjectCommunications ManagementMohammadTawfik
Lettheotherpersonfeelthattheideaishisorhers
ProjectCommunications ManagementMohammadTawfik
Tryhonestlytoseethingsfromtheotherperson'spointofview
ProjectCommunications ManagementMohammadTawfik
Besympatheticwiththeotherperson'sideasanddesires
ProjectCommunications ManagementMohammadTawfik
Appealtothenoblermotives
ProjectCommunications ManagementMohammadTawfik
Dramatizeyourideas
ProjectCommunications ManagementMohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
49/162
Throwdownachallenge
ProjectCommunications ManagementMohammadTawfik
Be a Leader
ProjectCommunications ManagementMohammadTawfik
Beginwithpraiseandhonestappreciation
ProjectCommunications ManagementMohammadTawfik
Callattentiontopeople'smistakesindirectly
ProjectCommunications ManagementMohammadTawfik
Talkaboutyourownmistakesbeforecriticizingtheotherperson
ProjectCommunications ManagementMohammadTawfik
Askquestionsinsteadofgivingdirectorders
ProjectCommunications ManagementMohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
50/162
Lettheotherpersonsaveface
ProjectCommunications ManagementMohammadTawfik
Praisetheslightestimprovementandpraiseeveryimprovement
ProjectCommunications ManagementMohammadTawfik
Givetheotherpersonafinereputationtoliveupto
ProjectCommunications ManagementMohammadTawfik
Useencouragement
ProjectCommunications ManagementMohammadTawfik
Assignment #1 Due 3/3/2014
Now that you are familiar with different aspects
of human characteristics and techniques of
handling people, you are required to:
1- Describe a problem that you have at work
ProjectCommunications ManagementMohammadTawfik
2- Present a description of the characteristics of
different personalities involved
3- Propose a solution to the problem based on
the personality analysis and the principles
described by Covey and Carnegie
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
51/162
1
How to Win Friends and
Influence Peo le
ProjectCommunications Management
Dale Carnegie
1937
Fundamental Techniques In Handling
People
Principle 1 - Don't criticize, condemn
or complain.
Principle 2 - Give honest and sincere
ProjectCommunications Management
apprec at on.
Principle 3 - Arouse in the other
person an eager want.
Six Ways To Make People Like
You
Principle 1 - Become genuinely
interested in other people.
Principle 2 - Smile.
ProjectCommunications Management
Principle 3 - Remember that a
person's name is to that person the
sweetest and most important sound in
any language.
Six Ways To Make People Like
You
Principle 4 - Be a good listener.
Encourage others to talk about
themselves.
ProjectCommunications Management
r nc p e - a n terms o t e
other person's interests.
Principle 6 - Make the other person
feel important-and do it sincerely.
Win People To Your Way Of
Thinking
Principle 1 - The only way to get the
best of an argument is to avoid it.
Principle 2 - Show respect for the
ProjectCommunications Management
ot er person s op n ons. ever say,
"You're wrong."
Principle 3 - If you are wrong, admit it
quickly and emphatically.
Principle 4 - Begin in a friendly way.
Principle 5 - Get the other personsaying "yes, yes" immediately.
WinPeopleToYourWayOfThinking
ProjectCommunications Management
Principle 6 - Let the other person do a
great deal of the talking.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
52/162
2
Principle 7 - Let the other person feel
that the idea is his or hers.
Principle 8 - Try honestly to see
WinPeopleToYourWayOfThinking
ProjectCommunications Management
t ngs rom t e ot er person s po nt o
view.
Principle 9 - Be sympathetic with the
other person's ideas and desires.
Principle 10 - Appeal to the nobler
motives.
Principle 11 - Dramatize your ideas.
WinPeopleToYourWayOfThinking
ProjectCommunications Management
Principle 12 - Throw down a
challenge.
Be A Leader
Principle 1 - Begin with praise and honest
appreciation.
Principle 2 - Call attention to people's
ProjectCommunications Management
.
Principle 3 - Talk about your own mistakes
before criticizing the other person.
Principle 4 - Ask questions instead of
giving direct orders.
Be A Leader
Principle 5 - Let the other person save face.
Principle 6 - Praise the slightest improvement and
praise every improvement. Be "hearty in your
approbation and lavish in your praise."
ProjectCommunications Management
Principle 7 - Give the other person a fine
reputation to live up to.
Principle 8 - Use encouragement
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
53/162
Effective Communications
EffectiveCommunications
MohammadTawfik
Lecture 4
Understanding
Communications
EffectiveCommunications
MohammadTawfik
Tappers and Listeners
EffectiveCommunications
MohammadTawfik
A little game to start with!
Understanding
Communications
EffectiveCommunications
MohammadTawfik
Why do we Communicate?!To change behavior
To get actionTo get and giveInformation
EffectiveCommunications
MohammadTawfik
To ensure understandingTo persuade
Forms of Communication
EffectiveCommunications
MohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
54/162
Effective communication depends on
skills in receiving messages as well
EffectiveCommunications
MohammadTawfik
as on skills in sending them.
Phases linking sender and receiver
EffectiveCommunications
MohammadTawfik
Misunderstanding
CreatingtheMessage:
Nonclearmessagecontent
Unfamiliaritywithsituationorreceiver
EffectiveCommunications
MohammadTawfik
Emotionalconflicts
Inabilitytoexpressideas
Misunderstanding
Transmitting&Receivingthemessage
PhysicalProblems
ConflictingSignals
EffectiveCommunications
MohammadTawfik
Overflowofsignals
Misunderstanding
Understandingthemessage
Different
background
EffectiveCommunications
MohammadTawfik
Interpretationofwords
Emotionalreactions
How to improve communication?
EffectiveCommunications
MohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
55/162
First Step: Listen
EffectiveCommunications
MohammadTawfik
Remember:
Seek first to understand, then
EffectiveCommunications
MohammadTawfik
o e un ers ooStephen Covey
Set your body language!
EffectiveCommunications
MohammadTawfik
Stop Multitasking
EffectiveCommunications
MohammadTawfik
Stop Multitasking
EffectiveCommunications
MohammadTawfik
Seek Clarifications
EffectiveCommunications
MohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
56/162
Do not think about your response!
EffectiveCommunications
MohammadTawfik
Dont Finish Sentences
EffectiveCommunications
MohammadTawfik
Read Body Language
EffectiveCommunications
MohammadTawfik
Second Step: Connect
EffectiveCommunications
MohammadTawfik
Build Credibility
EffectiveCommunications
MohammadTawfik
Show Congeniality
EffectiveCommunications
MohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
57/162
Nonverbal Communication
EffectiveCommunications
MohammadTawfik
How you deliver a message
55% Body Language38% Tonal
EffectiveCommunications
MohammadTawfik
7% Verbal
Facial Expressions
I nter es t Dis gu stHappiness Determination Fear
EffectiveCommunications
MohammadTawfik
Anger Surprise Bewilderment Contempt Sadness
Forms of nonverbal communication
Eyecontact
Gesture
Posture
EffectiveCommunications
MohammadTawfik
Clothing
Facialexpressions
Voice
Cross-cultural Communication
TimeinOtherCultures
Kinesics
in
Different
Cultures ProxemicsacrossCultures
EffectiveCommunications
MohammadTawfik
TouchinDifferentCultures
DressinOtherCultures
Body Language at Work Peter Clayton
EffectiveCommunications
MohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
58/162
Body Language
Body Language Body Language
EffectiveCommunications
MohammadTawfik
Third Step: Clarify
EffectiveCommunications
MohammadTawfik
Use their language!
EffectiveCommunications
MohammadTawfik
Avoid technical jargon
EffectiveCommunications
MohammadTawfik
Use stories
EffectiveCommunications
MohammadTawfik
Be precise
EffectiveCommunications
MohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
59/162
Be Simple
EffectiveCommunications
MohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
60/162
CHAPTER 2 LISTENING AS A COMMUNICATION TOOL
_____________________________________________________________________TECHNICAL LANGUAGE PROF. NIVEEN M. MAWSOUFORAL STRATEGIES 11
CHAPTER 2
LISTENING
AS A COMMUNICATION TOOL
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
61/162
CHAPTER 2 LISTENING AS A COMMUNICATION TOOL
_____________________________________________________________________TECHNICAL LANGUAGE PROF. NIVEEN M. MAWSOUFORAL STRATEGIES 12
CHARACTERISTICS OF LISTENING
Many people spend 80 percent of the workday in some kind of
communication.
We retain 50 percent of what we hear and 48 hours later that drops
another 50 percent.
How can we become better listeners? Several researchers have
examined the potential relationships between effective listening andother individual characteristics. The following conclusions can be drawn
from research about listening.
1- Personality
2- Intelligence
3- Scholastic achievement
4- Verbal ability and vocabulary
5- Note taking
6- Motivation
7- Organizational ability
8- Environment
PERCEPTUAL BARRIERS TO EFFECTIVE LISTENING
Major barriers to effective listening are perceptual in nature.
1- People perceive stimuli according to their individual frames of
reference2- People perceive stimuli according to their own expectations
3- People perceive stimuli according to individual attitudes and beliefs
4- The continuing relationship between speaker and listener plays an
important role in perception
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
62/162
CHAPTER 2 LISTENING AS A COMMUNICATION TOOL
_____________________________________________________________________TECHNICAL LANGUAGE PROF. NIVEEN M. MAWSOUFORAL STRATEGIES 13
5- Ineffective listeners are unaware of nonverbal cues
6- ''Signal'' words can cause anxiety or raise emotions
In addition to these perceptual barriers, these are other barriers of a moregeneral nature.
1- Faking attention
2- Listening only for facts
3- Avoiding difficult listening
4- Dismissing the topic as uninteresting
5- Criticizing physical appearance6- Yielding easily to distractions
HINTS FOR ACTIVE LISTENING
Listening is not a passive activity.
Active listening entails grasping the speaker's point of view.
LISTEN FOR TOTAL MEANING AND RESPOND TO FEELINGS
NOTE ALL CLUES
1- Motivation and de-motivation affect the listening experience
2- Concentration is an important determinant of listening ability
3- The use of this question is an effective listening strategy
4- Objectivity is crucial to effective listening
TAKE NOTES
The usefulness of note taking depends on the situation
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
63/162
CHAPTER 2 LISTENING AS A COMMUNICATION TOOL
_____________________________________________________________________TECHNICAL LANGUAGE PROF. NIVEEN M. MAWSOUFORAL STRATEGIES 14
PROVIDE FEEDBACK
Feedback is important in the listening process
TEN KEYS TO EFFECTIVE LISTENING
1- Find areas of interest
2- Judge content, not delivery
3- Hold your fire
4- Listen for ideas
5- Be flexible
6- Work at listening
7- Resist distractions
8- Exercise your mind
9- Keep your mind open
10- Capitalize on fact thought is faster than speech
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
64/162
Capture the attention of your
audience
ThePresentationMohammadTawfik
Lecture 5
Preparing the presentation
ThePresentationMohammadTawfik
1- Know your audience
ThePresentationMohammadTawfik
Why are they their?
ThePresentationMohammadTawfik
What is there background?
ThePresentationMohammadTawfik
Whatsizeisthegroup?
ThePresentationMohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
65/162
What is their attitude?
ThePresentationMohammadTawfik
2- Know your purpose
ThePresentationMohammadTawfik
ThePresentationMohammadTawfikToinform
Topersuade
ThePresentationMohammadTawfik
Toentertain
ThePresentationMohammadTawfik
3- Know yourself
ThePresentationMohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
66/162
ThePresentationMohammadTawfik
Are you familiar with topic?
ThePresentationMohammadTawfik
4- Prepare your Presentation!
ThePresentationMohammadTawfik ThePresentationMohammadTawfik
ThePresentationMohammadTawfikGet your message in 3 seconds
Use pictures and graphs
ThePresentationMohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
67/162
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
68/162
Dont overdo it!
ThePresentationMohammadTawfik
And be yourself!
ThePresentationMohammadTawfik
During the presentation
ThePresentationMohammadTawfik
Get Personal
ThePresentationMohammadTawfik
Get to know them
ThePresentationMohammadTawfik
Tell stories
ThePresentationMohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
69/162
Use jokes
ThePresentationMohammadTawfik
Bad jokes are even better
ThePresentationMohammadTawfik
The worse the better!
ThePresentationMohammadTawfik
Interact with your audience
ThePresentationMohammadTawfik
Ask Questions
ThePresentationMohammadTawfik
Move around
ThePresentationMohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
70/162
Maintain Eye Contact
ThePresentationMohammadTawfik ThePresentationMohammadTawfikNot so much!
Be Audible
ThePresentationMohammadTawfik
Play with the tone
ThePresentationMohammadTawfik
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
71/162
CHAPTER 4 THE ORAL PRESENTATION
_____________________________________________________________________
CHAPTER 4
THE ORAL PRESENTATI ON
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
72/162
CHAPTER 4 THE ORAL PRESENTATION
_____________________________________________________________________
Different kinds of presentations make different demands on the speaker.
In spite of the differences, all presentations make many of the same
demands on the speaker. The planning, structure, supports, and strategy
of each of them are very important, and a good speaker followsapproximately the same steps in planning and developing almost any
presentation.
ESTABLISHING A PURPOSE
The first step in planning any presentation should be to define yourpurpose. A statement of purpose describes what you want to accomplish.
Then, after you have spoken, the same statement helps you know whether
you have achieved your goal. There are two kinds of purposes toconsider; general and specific.
GENERAL PURPOSE
As the name implies, a general purpose is a broad indication of what
youre trying to accomplish. There are three general purposes.
To I nform. The goal of an informative presentation is either to
expand your listeners knowledge or to help them acquire a specific skill.
To Persuade. Persuasion focuses on trying to change what an
audience thinks or does.
To Entertain. The speaker at a convention might concentrate on
getting the participants to relax and look forward to the coming events.
SPECIFIC PURPOSE
A good specific-purpose statement usually answers three questions:
Whom do I want to influence?What do I want them to do?
How, when, and where do I want them to do it?
Your purpose statement should combine the answers to these questions
into a single statement: I want (who) to (do what) (how, when, where).
Here are some examples of good purpose statements:
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
73/162
CHAPTER 4 THE ORAL PRESENTATION
_____________________________________________________________________
Descri be the Reaction You Ar e Seeking. Your purpose statement
should word in terms of the reaction you want from your audience.
Be as Specif ic as Possible. A good purpose statement identifies the
who, what, how, when, and whereof your goal as precisely as possible.
Make Your Goal Realistic. Presentational speaking is like most
other aspects of life: you usually dont get everything you want. The
available time, the characteristics of your audience and the subject itself
can limit what you can realistically hope to accomplish. Thus, your
purpose statement should be attainable.
DEVELOPING THE TOPIC
Thetopic statementsometimes called the central idea or key ideais a
single sentence that summarizes your message.
Presentations without a clear thesis leave the audience asking, Whatsthis person getting at? And while listeners are trying to figure out the
answer, theyll be missing much of what youre saying.The thesis is so important that you will repeat it several times during your
presentation: at least once in the introduction, probably several times
during the body, and again in the conclusion.
ANALYZING THE SITUATION
A purpose statement describes the end you want to achieve, but it doesnt
describe how you can reach your goal. The means is the presentation
itselfthe ideas you use and the way you express them.
ANALYZING THE AUDIENCE
Having good ideas isnt enough. You have to present those ideas in a way
that your listeners will understand and appreciate. A number of factors
will shape the way you adapt you material to a particular audience.
You should ask yourself a number of questions about your audience
members.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
74/162
CHAPTER 4 THE ORAL PRESENTATION
_____________________________________________________________________
What Are Their Positions?Begin by considering the job titles of
the members of your audience. If audience members are specialists in
engineering, finance, or marketing, for example theyll probably be
interested in the more technical aspects of your talk that pertain to theirspecialties. On the other hand, an audience of non-experts or generalists
would probably be bored by a detailed talk on a subject they dontunderstand.
What Are Their Personal Preferences? The personal
idiosyncrasies of your listeners are just as important as their job titles.
Some people insist on a formal presentation, while other are much more
casual. Knowing these preferences can make the difference betweensuccess and failure in a presentation.
What Demographic Character istics Are Signi f icant?A number of
measurable characteristics of you listeners might suggest ways to develop
your remarks, such as gender, age and economic strains.
What Size I s the Group?The number of listeners will govern some
very basic speaking plans. How many copies of a handout should youprepare? How large must your visuals be to be seen by everyone? How
much time should you plan for a questions-and-answer session?
Why Is the Audience There? Just like speakers, audiences have
reasons for attending a presentation. Sometimes these reasons arestraightforward.
What Does the Audience Know?A group of experts doesnt need
the background information that other audiences would require. In fact,these people would probably be bored and offended by your basic
explanation.
What Are the Listeners Attitudes?You need to consider two sets
of attitudes when planning your presentation. The first is your audiences
attitude toward you as the speaker. If listeners feel hostile or indifferent,
your approach wont be the same as the one taken if they are excited tohear from you.
8/13/2019 PRMG045 Project Communication Management (Spring 2014 Booklet)
75/162
CHAPTER 4 THE ORAL PRESENTATION
_____________________________________________________________________
In addition to listeners feeling about you, the audiences attitude about
your subject should influence you approach.
ANALYZING YOURSELF AS THE SPEAKER
When developing you presentation, be sure to consider several factors.
Your Purpose: The very first question to ask yourself is why you
are speaking. Are you especially interested in reaching one person or one
subgroup in the audience? What do you want your key listeners to think
or do after hearing you? How will you know when youve succeeded?
You Knowledge: Its best to speak on a subject about which youhave considerable knowledge.