管理培训-沟通与信任.pptVIP

* Deterrence–Based Trust: Most fragile relationships are contained in this. One violation or inconsistency can destroy the relationship. Is based on fear of reprisal if the trust is violated. Will work only to the degree that punishment is possible, consequences are clear, the punishment is actually imposed if the trust is violated. Most new relationships begin on the the basis of deterrence. An example of this trust is a new manager-employee relationship. You typically trust a new boss even though there is little experience on which to base that trust.The bond that creates that trust lies in the authority held by your boss and the punishment he or she can impose if you fail to fulfill your obligations. Knowledge-Based Trust: Most organisational relationships are rooted in this. That is, trust is based on predictability that comes from a history of interaction. It relies on information rather than deterrence. The better you know someone , the more accurately you can predict what he or she will do. Trust is not necessarily broken by inconsistent behaviour. If you believe that you can adequately explain or understand another’s apparent violation, you can accept it , forgive the person and move on. A long history of consistently open honest interactions is not likely to be permanently destroyed by a single violation. Most manager-employee relationships are based on this Identification-Based Trust: The highest level of trust is achieved when there is an emotional connection between the parties. It allows one party to act as an agent for the other substitute for that person in interpersonal transactions. Trust exists because the parties understand each other’s intentions. appreciate each other’s wants desires. Controls monitoring are minimal. Most organisations have broken the bonds of this trust it’s likely to have been replaced by KBT. 高效沟通 重要性 沟通模式 选择沟通渠道 问题 障碍 成为更好地倾听者 主动倾听 高效沟通的规则 沟通的目的 创造 维持关系 下达 接受指令 寻求 告知信息 提升知识 理解 影响 改变态度和行为 提供 获得反馈 帮助人们 促进改变 沟通模