Anyone who’s been kicking around the HR world for more than a year or so will doubtless have come across at least one of the tools used to identify and develop behavioural types and interpersonal styles
Martin Noonan, Wilson Learning Australia
Anyone who’s been kicking around the HR world for more than a year or so will doubtless have come across at least one of the tools used to identify and develop behavioural types and interpersonal styles. The Myers-Briggs typology is one of the best known, but there are many others. This two-day course in managing interpersonal relationships in the workplace takes one of these models and explores its applications in considerable detail. The course aims to help participants better understand not only the behaviour of their colleagues and direct reports but also their own behaviour and how they are perceived.
Our instructor, Martin Noonan, has a particular interest in interpersonal behaviour, having worked for many years in the property industry where, he says, “not a day goes by without conflict”. The successful management of conflict emerged on day two as one of the key goals of the course.
Course content
The course comprises three modules. Module one (which takes up all of the first day) explores dimensions of managing interpersonal relationships and introduces the social style model. This model uses a grid to indicate four distinct interactive styles based on whether someone’s responsiveness is people- or task-directed and on whether their assertiveness is ask- or tell-directed. The four styles are the ‘driver’ (task/tell), the ‘expressive’ (people/tell), the ‘amiable’ (people/ask) and the ‘analytical’ (ask/task).
Prior to the course, participants obtained 360-degree feedback from five colleagues as well as filling in a short questionnaire themselves, allowing their individual style to be identified as well as the degree of versatility they might have in moving between the characteristics of the different styles.
Through short video clips and small group exercises we were introduced to the behaviours that flag a particular style – body language, voice emphasis, choice of words, level and type of energy, and others – and were encouraged to describe and analyse each style, including our own styles. Further exercises introduced the concept of versatility as a way to handle problems raised by the presence of different interactive styles.
Day two comprised module two, on building on social style differences, and module three, on the management of conflict. Again, using video clips and exercises we explored how to adapt to others’ styles and how to modify behaviours to make others feel more comfortable (thus improving the work relationship).
Delivery
The beauty of this course is that through discussions; individual, pair and small group exercises; and video, participants move from a broad understanding of the different styles to an appreciation of their own style, including its practical application in the workplace. This is where it is likely to be of particular use to HR professionals who may susbsequently find that having minimised, if not entirely eliminated interactional problems, they are free to concentrate more on job-related issues. Getting to know one’s own strengths and vulnerable points can be challenging and even confronting. This course, however, allows participants to do so knowing they will take away something practical –and even lets them have fun at the same time!
Managing Interpersonal Relationships
Cost: $1,145 plus GST per participant for two days (max 15 people)
Includes personal profile
Contact: Hazel Stewart, Wilson Learning Australia
Ph: (02) 8264 2615; Email: [email protected]
www.wilsonlearning.com
