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Interpersonal Orientation

Interpersonal Orientation:  Orientation towards dealing with issues through interpersonal contact (e.g. face-to-face, by telephone), rather than impersonally (e.g. by memo); orientation towards developing and maintaining interpersonal relations among employees and others.

Description of an Above-Average Scorer:

•       Is likely to deal with issues personally (e.g., by calling a meeting rather than sending a memo);

•       Is likely to value the personal side of work and to appreciate the importance of establishing personal relationships with others;

•       Is likely to make an effort, while carrying out his/her daily responsibilities, to nurture and support others;.

•       Is likely to be concerned with resolving conflicts among employees;

•       Is likely to seek the advice/input of others before making decisions.

Description of a Below-Average Scorer:

•       Is likely to deal with issue impersonally (e.g., by memo rather than face-to-face) and to interact only when the job requires;

•       Is likely to have difficulty in dealing supportively with individuals' needs and concerns;

•       Is likely to focus on "task" or "technical" issues rather than "people" concerns; probably values work for its achievement rewards rather than its interpersonal rewards.

Implications for Management:

Employees are more likely to feel trusting of, supported by, and committed to a manager who speaks with them directly and seeks their input than one who sends them messages dictating how things are going to be.  Thus, an interpersonal orientation helps a manager to build rapport with staff and win their loyalty.  However, a manager with a strong interpersonal orientation, who focuses on people rather than tasks, may have difficulty completing tasks and/or find it difficult to  make decisions that will cause discomfort to others.

Compensating for a Below-Average Score:

1.   When you find yourself writing a memo or electronic message, stop yourself and consider whether a phone call or visit would be equally appropriate.

2.   Treat the motivations and emotions of others as part of the "facts" you are dealing with in planning and carrying out your tasks.  Make a point of noting these "facts", and actively strive to analyze their potential impact on the success of your efforts.  Determine how you might respond to these "facts" in order to raise the probability of your success.

Specific Recommendations for Development:

Courses:

 

Conflict Resolution:  Courses on conflict resolution have been offered by the following institutions:

Multiple Locations and/or Distance Learning: Ryerson Distance Education, University of Western Ontario Distance Education

Alberta: Banff Centre for Management, Calgary Board of Education, Grant MacEwan Community College, Mount Royal College, NAIT, SAIT, University of Alberta, University of Calgary

British Columbia: BCIT, Capilano College, Douglas College, Justice Institute, Kwantlen University College, SFU at Harbour Center, Thompson Rivers University Continuing Studies, Sauder School of Business, University of British Columbia, University of Northern British Columbia, Vancouver Community College, Vancouver School Board Continuing Education

Ontario: Carleton University, George Brown College, Ryerson, Seneca College, University of Toronto Continuing Education

Quebec: Champlain College - St. Lambert, Concordia University, O’Sullivan College

Negotiation:  Courses on negotiation have been offered by the following institutions:

Multiple Locations and/or Distance Learning: Ryerson Distance Education

Alberta: Calgary Board of Education, Grant MacEwan Community College, Mount Royal College, NAIT, SAIT, University of Alberta, University of Calgary

British Columbia: BCIT, Capilano College, Justice Institute, Kwantlen University College, SFU at Harbour Center, Thompson Rivers University Continuing Studies, Sauder School of Business, University of British Columbia, University of Northern British Columbia, Vancouver School Board Continuing Education

Ontario: Carleton University, George Brown College, Ryerson, University of Ottawa, University of Toronto, University of Toronto Continuing Education, York University

Quebec: Concordia University, Dawson College, Dawson College Continuing Education, LaSalle College, O’Sullivan College, Vanier College

 

Active Listening:  Courses on active or empathic listening have been offered by the following institutions:

Alberta: Banff Centre for Management, Calgary Board of Education, NAIT, SAIT, University of Calgary

British Columbia: BCIT, Sauder School of Business, University of British Columbia

Ontario: Carleton University, Ryerson, University of Toronto, University of Toronto Continuing Education

Quebec: John Abbott College

Communication:  Courses on communication skills have been offered by the following institutions:

Multiple Locations and/or Distance Learning: Athabasca University, Dale Carnegie Training, Toastmasters, D & B Canada, University of Waterloo Distance Education, University of Western Ontario Distance Education, Ryerson Distance Education

Alberta: Banff Centre for Management, Calgary Board of Education, Grant MacEwan Community College, Mount Royal College, NAIT, SAIT, University of Alberta, University of Calgary

British Columbia: BCIT, Capilano College, Douglas College, Kwantlen University College, SFU at Harbour Center, Thompson Rivers University, Thompson Rivers University Continuing Studies, Sauder School of Business, University of British Columbia, University of British Columbia Okanogan, University of Northern British Columbia, Vancouver Community College, Vancouver School Board Continuing Education

Ontario: Carleton University, George Brown College, Ryerson, Seneca College, Toronto District School Board Continuing Education, University of Ottawa, University of Toronto Continuing Education, York University

Quebec: Champlain College - St. Lambert, Concordia University, Dawson College, John Abbott College, LaSalle College, McGill University, O’Sullivan College, Vanier College

Supporting Others:  Courses on supporting others and dealing with troubled employees have been offered by the following institutions:

Multiple Locations and/or Distance Learning: Dale Carnegie Training

British Columbia: Douglas College, Kwantlen University College, Thompson Rivers University Continuing Studies, UBC Continuing Studies, University of British Columbia, Vancouver Community College

Ontario: George Brown College, Ryerson

Quebec: John Abbott College

Understanding People:  A course on personality types and culture and gender differences in communication style has been offered by the following institutions:

Multiple Locations and/or Distance Learning: Ryerson Distance Education, Toastmasters, University of Western Ontario Distance Education

Alberta: Grant MacEwan Community College, Mount Royal College, SAIT, University of Calgary

British Columbia: BCIT, Capilano College, Douglas College, Justice Institute, Kwantlen University College, SFU at Harbour Center, UBC Continuing Studies, University of British Columbia, University of British Columbia Okanogan, University of Northern British Columbia

Ontario: George Brown College, Ryerson, Seneca College, University of Ottawa, University of Toronto, University of Toronto Continuing Education, York University

Quebec: Champlain College - St. Lambert, John Abbott College, McGill University, O’Sullivan College

Teamwork:  Courses on teamwork and coaching have been offered by the following institutions:

Multiple Locations and/or Distance Learning: Dale Carnegie Training, University of Waterloo Distance Education

Alberta: Banff Centre for Management, Calgary Board of Education, Grant MacEwan Community College, Mount Royal College, NAIT, SAIT, University of Alberta, University of Calgary

British Columbia: BCIT, Douglas College, Justice Institute, Thompson Rivers University Continuing Studies, UBC Continuing Studies, Sauder School of Business, University of British Columbia, University of Northern British Columbia, Vancouver Community College

Ontario: Carleton University, George Brown College, Ryerson, Seneca College, York University

Quebec: John Abbott College, McGill University, O’Sullivan College, Vanier College

Books:

Look for books with titles containing such key words as conflict management, negotiation, active listening.  Some examples are listed below.

Bargaining for Advantage: Negotiation Strategies for Reasonable People 2nd Edition, Author(s): G. Richard Shell, (Penguin, 2006)

Eight Essential Steps to Conflict Resolution: Preserving Relationships at Work, at Home and in the Community, Author(s): Dudley Weeks, (Tarcher, 1994)

Emerging Systems for Managing Workplace Conflict: Lessons from American Corporations for Managers and Dispute Resolution Professionals, Author(s): David B. Lipsky, Ronald L. Seeber, Richard Fincher, (Jossey-Bass, 2003)

Essentials of Negotiation: Business Literacy for HR Professionals, Author(s): Wendy Bliss, (Harvard Business School Press, 2005)

Getting to Yes: Negotiating Agreement Without Giving In, Author(s): Roger Fisher, William L. Ury, Bruce Patton (Editor), Bruce Patton, (Penguin, 1991)

How to Win Friends and Influence People, Author(s): Dale Carnegie, (Pocket Books, 1998)

Leadership through People Skills: Using the Dimensional Model of Behavior, Author(s): Robert Lefton, V. Buzzotta, (McGraw-Hill, 2003)

The 17 Indisputable Laws of Teamwork: Embrace Them and Empower Your Team, Author(s): John C. Maxwell, (Nelson Business, 2001)

The Power of Positive Confrontation: The Skills You Need to Know to Handle Conflicts at Work, at Home, and in Life, Author(s): Barbara Pachter, Susan Magee, (Marlowe & Company, 2001)