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What Is Your Approach to Conflict Resolution? AssessmentDownload a PDF version of this assessment. Show
Instructions Think of a typical situation in which you have a disagreement with someone. Then answer the following items concerning how you would respond to the conflict. Circle the number that you feel is most appropriate.
Scoring In this exercise there are no right or wrong answers. Instead, you are simply asked to describe your own approach to conflict resolution. To do this, score the instrument as follows:
Compare the relative strengths of your preferences in each of the five conflict-resolution modes. The higher your score on any of the scales, the more you favor this mode of resolution. What pattern do you see in this analysis? How will this inform you in future negotiations? Source: “Conflict and Negotiations” in Organizational Behaviour by OpenStax is licenced under a Creative Commons Attribution 4.0 International License. Conflict Capability AssessmentDownload a PDF version of this assessment. Instructions
Chapter Resource
Do You Have the Characteristics of Powerful Influencers?Download a PDF version of this assessment. People who are considered to be skilled influencers share the following attributes. How often do you engage in them? 0 = never, 1= sometimes, 2 = always.
Scoring If you scored 0–6: You do not engage in much effective influencing behavior. Think of ways to enhance this skill. A great place to start is to recognize the items on the list above and think about ways to enhance them for yourself. If you scored 7–12: You engage in some influencing behavior. Consider the context of each of these influence attempts to see if you should be using more or less of it depending on your overall goals. If you scored 13–16: You have a great deal of influence potential. Be careful that you are not manipulating others and that you are using your influence when it is important rather than just to get your own way. Source: “Power and Politics” in An Introduction to Group Communication by Phil Venditti and Scott McLean is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License. What Are Your Power Bases?Download a PDF version of this assessment. Instructions Using a current or former job, answer each of the following items by circling the response that most suits your answer.
Scoring This instrument examines the five bases of power. When you have finished the questionnaire, add up your score for each scale as follows:
To interpret the scores, consider the following:
On the basis of all of this, what does your power profile look like? Does this seem to be an accurate reflection of your actual situation? If you wished to change your power bases, which would you change? How would you try to change these bases? How Political are You?Download a PDF version of this assessment. Instructions To determine your political appreciation and tendencies, please answer the following questions. Select the answer that better represents your behavior or belief, even if that particular behavior or belief is not present all the time.
Scoring This questionnaire is designed to measure your political behavior. You have been asked to answer “true” or “false” to 10 questions. When you have finished, consider the following. If you answered true to almost all of the questions, you should consider yourself a confirmed politician. (This is meant to be a compliment!) If you answered false to questions 5 and 6, which deal with deliberate lies and uncharitable behavior, you have shown yourself to be someone with high ethical standards. Finally, if you answered false to almost all of the questions, you are most definitely not a politician; rather, you are a person who rejects manipulation, incomplete disclosure, and self-serving behavior. On the basis of this instrument, how political are you? How political are your friends? On the basis of your answers to these questions, what have you learned about political behavior in organizations? What implications follow from these results concerning your future management style? Source: “Organizational Power and Politics” in Organizational Behaviour by OpenStax is licensed under a Creative Commons Attribution 4.0 International License. Chapter Resource
Working in Diverse Teams, Cultural IntelligenceDownload a PDF version of this assessment. One of the latest buzz-words in the business world is “cultural intelligence,” which was initially introduced to the scholarly community in 2003 by P. Christopher Earley and Soon Ang. In the past decade, a wealth of research has been conducted examining the importance of cultural intelligence during interpersonal interactions with people from other cultures. Cultural intelligence (CQ) is defined as an “individual’s capability to function effectively in situations characterized by cultural diversity”(Earley & Ang, 2008). Four Factors of Cultural Intelligence In their original study on the topic, Earley and Ang argued that cultural intelligence is based on four distinct factors: cognitive, motivational, metacognitive, and behavioral dimensions. Before continuing, take a minute and complete the Cultural Intelligence Questionnaire in the table below: Instructions Read the following questions and select the answer that corresponds with your perception. Do not be concerned if some of the items appear similar. Please use the scale below to rate the degree to which each statement applies to you.
_____1. When I’m interacting with someone from a differing culture, I know when I use my knowledge of that person’s culture during my interactions. _____2. When I interact with someone from a culture I know nothing about, I have no problem adjusting my perspective of their culture while we talk. _____3. During intercultural interactions, I am well aware of the cultural knowledge I utilize. _____4. I always check my knowledge of someone from another culture to ensure that my understanding of their culture is accurate. _____5. During my intercultural interactions, I try to be mindful of how my perceptions of someone’s culture are either consistent with or differ from reality. _____6. I pride myself on knowing a lot about other people’s cultures. _____7. I understand the social, economic, and political systems of other cultures. _____8. I know about other cultures’ religious beliefs and values. _____9. I understand how daily life is enacted in other cultures. _____10. I know the importance of paintings, literature, and other forms of art in other cultures. _____11. I enjoy reaching out and engaging in an intercultural encounter. _____12. I would have no problem socializing with people from a new culture. _____13. Although intercultural encounters often involve stress, I don’t mind the stress because meeting people from new cultures makes it worth it. _____14. I would have no problems accustoming myself to the routines of another culture. _____15. I enjoy being with people from other cultures and getting to know them. _____16. I know how to interact verbally with people from different cultures. _____17. I know how to interact nonverbally with people from different cultures. _____18. I can vary my rate of speech if an intercultural encounter requires it. _____19. I can easily alter my behaviors to suit the needs of an intercultural encounter. _____20. I can alter my facial expressions if an intercultural encounter requires it. Scoring Add items 1-5 (Intercultural Understanding) = _____________ Add items 6-10 (Intercultural Knowledge) = ________________ Add items 7-15 (Intercultural Motivation) = _________________ Add items 16-20 (Intercultural Behavior) = _________________ Interpreting Your Scores Scores for each of the four factors (intercultural understanding, intercultural knowledge, intercultural motivation, and intercultural behavior) can be added together to get a composite score. Each of the four factors exists on a continuum from 5 (not culturally intelligent) to 25 (highly culturally intelligent). An average person would score between 12-18. Based on: Van Dyne, L., Ang, S., & Koh, C. (2008). Development and validation of the CQS: The Cultural Intelligence Scale. In S. Ang & L. Van Dyne (Eds.), Handbook of cultural intelligence: Theory, measurement, and application (pp. 16-38). Armonk, NY: M. E. Sharpe. Cognitive CQFirst, cognitive CQ involves knowing about different cultures (intercultural knowledge). Many types of knowledge about a culture can be relevant during an intercultural interaction: rules and norms, economic and legal systems, cultural values and beliefs, the importance of art within a society, etc.… All of these different areas of knowledge involve facts that can help you understand people from different cultures. For example, in most of the United States, when you are talking to someone, eye contact is very important. You may have even been told by someone to “look at me when I’m talking to you” if you’ve ever gotten in trouble. However, this isn’t consistent across different cultures at all. Hispanic, Asian, Middle Eastern, and Native American cultures often view direct contact when talking to someone superior as a sign of disrespect. Knowing how eye contact functions across cultures can help you know more about how to interact with people from various cultures. Motivational CQSecond, we have motivational CQ, or the degree to which an individual desires to engage in intercultural interactions and can easily adapt to different cultural environments. Motivation is the key to effective intercultural interactions. You can have all the knowledge in the world, but if you are not motivated to have successful intercultural interactions, you will not have them. Metacognitive CQThird, metacognitive CQ involves being consciously aware of your intercultural interactions in a manner that helps you have more effective interpersonal experiences with people from differing cultures (intercultural understanding). All of the knowledge about cultural differences in the world will not be beneficial if you cannot use that information to understand and adapt your behavior during an interpersonal interaction with someone from a differing culture. As such, we must always be learning about cultures but also be ready to adjust our knowledge about people and their cultures through our interactions with them. Behavioral CQLastly, behavioral CQ is the next step following metacognitive CQ, which is behaving in a manner that is consistent with what you know about other cultures (Ang & VanDyne, 2008). We should never expect others to adjust to us culturally. Instead, culturally intelligent people realize that it’s best to adapt our behaviors (verbally and nonverbally) to bridge the gap between people culturally. When we go out of our way to be culturally intelligent, we will encourage others to do so as well. As you can see, becoming a truly culturally intelligent person involves a lot of work. As such, it’s important to spend time and build your cultural intelligence if you are going to be an effective communicator in today’s world. Adapted WorksAdapted Works“Cultural and Environmental Factors in Interpersonal Communication” in Interpersonal Communication by Jason S. Wrench; Narissra M. Punyanunt-Carter; and Katherine S. Thweatt is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted. ReferencesEarley, P. C., & Ang, S. (2003). Cultural intelligence: Individual interactions across cultures. Stanford University Press. Ang, S., & Van Dyne, L. (Eds.). (2008). Preface and Acknowledgements. In Handbook of cultural intelligence: Theory, measurement, and applications (pp. xv-xviii). M. E. Sharpe; pg. xv. Ang, S., & Van Dyne, L. (Eds.). (2008). Conceptualization of cultural intelligence definition, distinctiveness, and nomological network. In Handbook of cultural intelligence: Theory, measurement, and applications (pp. 3-55). M. E. Sharpe. Chapter ResourcePlease refer to Section 6.1 Values Which Values Are Most Important to You?Download a PDF version of this assessment. Instructions People are influenced by a wide variety of personal values. In fact, it has been argued that values represent a major influence on how we process information, how we feel about issues, and how we behave. In this exercise, you are given an opportunity to consider your own personal values. Below are listed two sets of statements. The first list presents several instrumental values, while the second list presents several terminal values. For each list you are asked to rank the statements according to how important each is to you personally. In the list of instrumental values, place a “1” next to the value that is most important to you, a “2” next to the second most important, and so forth. Clearly, you will have to make some difficult decisions concerning your priorities. When you have completed the list for instrumental values, follow the same procedure for the terminal values. Please remember that this is not a test—there are no right or wrong answers—so be completely honest with yourself. Instrumental Values
Terminal Values
Scoring Key This instrument is intended as an informal measure of instrumental and terminal values. There are no right or wrong answers here. This is simply a way for you to see what your value structure looks like. Simply examine the pattern of responses you made for both sets of values. What did you learn about yourself? Which values are most important to you? Source: “Individual and Cultural Differences” in Organizational Behaviour by OpenStax is licensed under a Creative Commons Attribution 4.0 License. Chapter ResourcePlease refer to Section 7.1 Emotions and Intelligence Emotional IntelligenceDownload a PDF version of this assessment. Instructions Read the following questions and select the answer that corresponds with your perception. Do not be concerned if some of the items appear similar. Please use the scale below to rate the degree to which each statement applies to you.
_____1. I am aware of my emotions as I experience them. Scoring
Source: “Conflict in Relationships” in Interpersonal Communication by Jason S. Wrench; Narissra M. Punyanunt-Carter; and Katherine S. Thweatt is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted. How Stable Is Your Life?Download a PDF version of this assessment. Instructions: Place a check mark next to each event you experienced within the past year. Then add the scores associated with the various events to derive your total life stress score.
Scoring This instrument attempts to assess your rate of life change—that is, how much activity and change do you have that may cause stress? To score this instrument, add up the score or units assigned to the various life units assigned to the events listed in the past year.
Remember that when evaluating your result, a high score does not automatically mean an illness is imminent. Rather, it means that statistically speaking an illness is more likely for you than for those with lower scores. Where did you score? Is this a reasonable description of your current situation? If so, what actions could you undertake to reduce your score? Source: “Stress and Wellbeing” in Organizational Behaviour by OpenStax, Rice University and is licensed under Creative Commons Attribution 4.0 International License. How Stressful Is Your Job?Download a PDF version of this assessment. Instructions This instrument focuses on the stress level of your current (or previous) job. Think of your job, and answer the following items as frankly and honestly as possible.
Scoring To score this instrument, first add up your score:
Where did you score on this instrument? Does this seem like an accurate description of the real situation? On the job you described, what could you do to reduce stress levels? Source: Chapter 18: Stress and Wellbeing in Organizational Behaviour by OpenStax, Rice University and is licensed under Creative Commons Attribution 4.0 International License. Are You Suffering from Burnout?Download a PDF version of this assessment. Instructions: Check whether each item is “mostly true” or “mostly untrue” for you. Answer as honestly as you can. When you have finished, add up the number of checks for “mostly true.”
Scoring This instrument measures your self-perceptions regarding burnout. To score it, add up the number of times you answered “mostly true.” If you answered mostly true seven or more times, you may be suffering from burnout. If you received a high score, consider what actions you can undertake to reduce the level of burnout. Source: Chapter 18: Stress and Wellbeing in Organizational Behaviour by OpenStax, Rice University and is licensed under Creative Commons Attribution 4.0 International License. Chapter Resource
ABCs of ConflictDownload a PDF version of this assessment. Instructions Read the following questions and select the answer that corresponds with how you typically behave when engaged in conflict with another person. Do not be concerned if some of the items appear similar. Please use the scale below to rate the degree to which each statement applies to you.
When I start to engage in a conflict, I _______________ _____1. Keep the conflict to myself to avoid rocking the boat. _____2. Do my best to win. _____3. Try to find a solution that works for everyone. _____4. Do my best to stay away from disagreements that arise. _____5. Create a strategy to ensure my successful outcome. _____6. Try to find a solution that is beneficial for those involved. _____7. Avoid the individual with whom I’m having the conflict. _____8. Won’t back down unless I get what I want. _____9. Collaborate with others to find an outcome OK for everyone. _____10. Leave the room to avoid dealing with the issue. _____11. Take no prisoners. _____12. Find solutions that satisfy everyone’s expectations. _____13. Shut down and shut up in order to get it over with as quickly as possible. _____14. See it as an opportunity to get what I want. _____15. Try to integrate everyone’s ideas to come up with the best solution for everyone. _____16. Keep my disagreements to myself. _____17. Don’t let up until I win. _____18. Openly raise everyone’s concerns to ensure the best outcome possible. Scoring Avoiders
Battlers
Collaborators Add Items 3, 6, 9, 12, 15, 18______ Interpretation Scores for each subscale should range from 6 to 30. Scores under 14 are considered low, scores 15 to 23 are considered moderate, and scores over 24 are considered high. Source: “Conflict in Relationships” in Interpersonal Communication by Jason S. Wrench; Narissra M. Punyanunt-Carter; and Katherine S. Thweatt is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted. Chapter ResourcePlease refer to Section 10.3 Listening Listening Styles QuestionnaireDownload a PDF version of this assessment. Instructions: Read the following questions and select the answer that corresponds with how you tend to listen to public speeches. Do not be concerned if some of the items appear similar. Please use the scale below to rate the degree to which each statement applies to you:
_____1. I am very attuned to public speaker’s emotions while listening to them. _____2. I keep my attention on a public speaker’s feelings why they speak. _____3. I listen for areas of similarity and difference between me and a public speaker. _____4. I generally don’t pay attention to a speaker’s emotions. _____5. When listening to a speaker’s problems, I find myself very attentive. _____6. I prefer to listen to people’s arguments while they are speaking. _____7. I tend to tune out technical information when a speaker is speaking. _____8. I wait until all of the arguments and evidence is presented before judging a speaker’s message. _____9. I always fact check a speaker before forming an opinion about their message. _____10. When it comes to public speaking, I want a speaker to keep their opinions to themself and just give me the facts. _____11. A speaker needs to get to the point and tell me why I should care. _____12. Unorganized speakers drive me crazy. _____13. Speakers need to stand up, say what they need to say, and sit down. _____14. If a speaker wants me to do something, they should just say it directly. _____15. When a speaker starts to ramble on, I really start to get irritated. _____16. I have a problem listening to someone give a speech when I have other things to do, places to be, or people to see. _____17. When I don’t have time to listen to a speech, I have no problem telling someone. _____18. When someone is giving a speech, I’m constantly looking at my watch or clocks in the room. _____19. I avoid speeches when I don’t have the time to listen to them. _____20. I have no problem listening to a speech even when I’m in a hurry. Scoring People-Oriented Listener A: Add scores for items 1, 2, 3, 5 and place total on line. _____ B: Place score for item 4 on the line._____ C: Take the total from A and add 6 to the score. Place the new number on the line._____ Final Score: Now subtract B from C. Place your final score on the line._____ Content-Oriented Listener A: Add scores for items 6, 8, 9, 10 and place total on line._____ B: Place score for item 7 on the line._____ C: Take the total from A and add 6 to the score. Place the new number on the line._____ Final Score: Now subtract B from C. Place your final score on the line._____ Action-Oriented Listener Final Score: Add items 11, 12, 13, 14, 15_____ Time-Oriented Listener A: Add scores for items 16, 17, 19 and place total on line._____ B: Add scores for items 18 & 20 and place total on line._____ C: Take the total from A and add 12 to the score. Place the new number on the line._____ Final Score: Now subtract B from C. Place your final score on the line._____ Interpreting Your Score For each of the four subscales, scores should be between 5 and 25. If your score is above 18, you are considered to have high levels of that specific listening style. If your score is below 12, you’re considered to have low levels of that specific listening style. Based on: Watson, K. W., Barker, L. L., & Weaver, J. B., III. (1992, March). Development and validation of the Listener Preference Profile. Paper presented at the International Listening Association in Seattle, WA. Source: “Talking and Listening” in Interpersonal Communication by Jason S. Wrench; Narissra M. Punyanunt-Carter; and Katherine S. Thweatt is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted. Which type of intelligence is most closely associated with self awareness?Intrapersonal Intelligence
Intrapersonal intelligence refers to self-awareness and people's ability to understand themselves.
What is self Assessment quizlet?What is self assessment? A process by which students 1) monitor and evaluate the quality of their thinking and behavior when learning and 2) identify strategies that improve their understanding and skills.
Which of the following is the least common of the VARK preferences?VARK Type Two is the most common preference, with 25.5% of participants having this four-part preference. Kinesthetic is the most common single preference (22.8% of participants). Visual is by far the least common single preference with only 1.9% of participants having a single Visual preference.
What type of listening are you doing if someone is trying to persuade you of something quizlet?Critical listening is essential whenever someone is trying to persuade you of something or to change your beliefs in some way.
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