1 Veronica Mayer Sandra Feder R. H.

Mariano An interpersonal relationship 8 :: Communication Skills and Negotiation: Veronica Feder Mayer / Sandra RH Mariano Goals Introduce the concept of interpersonal relationships and provide a tool for self -evaluation. Objectives At the end of this lesson, you should be able to: 1. Identify the importance of interpersonal relationship. 2. Learn ways to impro ve the relationship in work environment. 3. Assess their strengths and weaknesses using the Window Johari. Lecture Guide A conceptual cores. Understanding interpersonal relationships 1.1. Establishing contact: empathy 2. Improving relationships at work 2.1. Good manners at work 2. 2. Dealing with conflicts 2.3. Bullying - lack of education or disease? 3.1. The Johari Window 3. A window to the self Lesson 1 - Interpersonal 1 :: 9 Ricardo Teixeira: there was drinking in the 2006 World Cup The Brazil disappointing World Cup in 2006 and angered the fans, especially regardin g the behavior of some stars. Celebrations, high heels and bad physical shape of the Brazilian attackers were described as the major reasons for the failure of the 2006 World Cup squad. In a n unusual outburst, the president of the Brazilian Football Confederation (CBF), Ricardo Teixeira, said late on Tuesday some of the reasons he believes have led the Brazilian national team to fail in the World Cup in Germany last year. He a ccused some players even arrive drunk in the concentration, tried again after th e clearances. The failed World Cup campaign in Germany, where Brazil was elimina ted in the quarter-finals by France, was widely criticized by a few drills and c lubbing of the many players with the fans and the press. About that, Teixeira le ft the impression that it lacked a firm hand of coach Carlos Alberto Parreira: " It was obvious that it would not work. How can anyone see it? "Said the manager. Source: www.estadao.com.br / sports 10: Communication Skills and Negotiation: Veronica Feder Mayer / Sandra RH Mariano

1. Understanding interpersonal relationships V ou certainly know someone in college or at work who can not relate well. Of cour se, this does not happen only with yourself. We all have a problem interacting with people, especially wh en they are very different from us. Relationship problems exist everywhere and a re always part of our lives. We know that people are unique, but sometimes we fe el frustrated with those that do not match completely with our style or our way of seeing the world. But to become a successful entrepreneur or becoming part of a team work, you need to transpose relationship difficulties. It's like making a team work. In sports as in life, we find different people who unite with one c ommon goal. As much as everyone wanted to get to the top of the podium, personal differences, excessive individualism, communication problems and conflicts can destroy the best chance of a team. Explanatory "Newsflash" - Bernardinho: Developing successful relationships with winning team s ernardinho began his successful career as coach in 1988, 2002 World Cup and Bi in 2006, the World Cup in 2003 and, of course, the Olympic gold in Athens in 2004. The latest heptacampeonato the World League in July 200 7 in Poland and the Pan American Games in Rio de Janeiro. Lesson 1 - Interpersonal 1 :: 11 Elected in 2006, the best sports coach of Brazil, in all forms, for the 4th time in five years, Bernardinho made a point of sharing the merits of achievement wi th his team: "This award symbolizes the work of the Selection. I am here represe nting a technical team and players. To me it is a collective and not individual awards. " The fact is that the ability to build good interpersonal relationships, whether you are a leader or member of a team, it is increasingly valued in all types of organization. It is not enough that you develop a great expertise, although this is also fundamental. You need to integrate learning to understand and respect d ifferences. According to the Dalai Lama: Well, dealing with others is a very com plex issue. There is no way to calculate a single formula that can solve all pro blems. It's a bit like knowing how to cook. When he is preparing a delicious mea l, a special meal, there are various stages in preparation. One may first have t o boil the vegetables separately. Then you have to fry them, and then combine th em in a special way, adding seasonings and so on. And finally, the result was th is delicious dish.€Here, similarly, to have talent to deal with others, many fac tors are needed. For the Dalai Lama, the relationship requires special care of u s as the care of a chef to prepare an exquisite meal. The combination of differe nt ingredients and different people is an art. The cook of relationships must de velop a greater sensitivity towards others. Source: http://www.sxc.hu/photo/ 12: Communication Skills and Negotiation: Veronica Feder Mayer / Sandra RH Mariano

1.1. Establishing contact: empathy The term empathy was first used by psychologist EB Titchener. Originates from th e Greek word empath, which means "come in feeling." Empathy is a key concept in developing relationships. It can be defined as the ability to identify and recog nize the condition of another person, their feelings and motives. It is the abil ity to recognize the concerns and interests that other people have. The dictiona ry defines empathy as "the tendency to feel what it would feel if you were in th e situation and circumstances experienced by someone else." But according to com mon sense, empathy is simply the ability to "put yourself in the shoes of others " or "enter in line. " There are many studies that establish the relationship be tween empathy and good business results: increased sales and improved performanc e of teams in general. Some people are naturally empathetic - make others feel c omfortable to speak and express their ideas and feelings. But even those who hav e difficulty in "connecting" with other people can develop their skills for empa thy: Lesson 1 - Interpersonal 1 :: 13 Listen people truly hear: with ears, eyes and heart. Watch the body language of his interlocutor, the emotions that may be hidden, tone of voice and context. Sh ow interest in what people are important to you. To do this, just warm words are not enough. Their acts are even more important. Do not interrupt Let the person finish his line of reasoning and avoid changing the subject abruptly. Recognize Demonstrate sincere recognition and praise people who frankly have mer it. Taking care of body posture Take care of your body language. According to expert s, our body posture and our tone of voice are the main responsible for a success ful interaction with others. Encourage Encourage people to talk, especially the more quiet. A simple look or a nod can suffice. Call people by name All the people like to be recognized in their individuality. Calling someone by name is a gesture of respect and facilitate the establishmen t of a personal connection. Smile Smile is the best way to start a relationship. Naturally breaks down some barriers and interior assists in the process of establishing empathy. Show an eye Be fully present when talking to someone. Avoid checking email, watc hing the clock or answering the phone. 14: Communication Skills and Negotiation: Veronica Feder Mayer / Sandra RH Mariano ACTIVITY 1. Forum on the web: Individuality and Integration - a delicate balance . Seek a balance between individuality and integration is a major challenge when it comes to the relationship in a work team. The individuality of each must be respected and preserved. At the same time, each individual must be open to integ rate: to be flexible to listen, learn and change. Thus it is possible that all m embers of a group to experience a process of continuous development. According F itjof Capra: In a healthy system - an individual or a company an ecosystem - there is a balan

ce between integration and self-affirmation. This balance is not static, but is a dynamic integration between two complementary tendencies, which makes the whol e system flexible and open to change. In your opinion, can relate well, being open and flexible, while maintaining the ir individuality? How? Lesson 1 - Interpersonal 1 :: 15 2. Improving relationships at work To cultivate good relationships at work, you need to pay attention to the follow ing: • Follow the basic rules of good manners and business etiquette. • Manage c onflicts. • Prevent and suppress the bullying. To reflect V ou know a person who develops a great relationship at work? Think about it and m ake a list of the main characteristics of that person. 2.1. Manners at work Do you think rules of good manners should be followed in the workplace? Unfortun ately,€many people think twice before answering that question. This is because i t is common to witness situations where professionals do things at work would ne ver dream of doing in social life. The rules of good manners are important in an y environment where we live with groups of people and help us establish a good r elationship at all levels. Where there is mutual respect develops a healthy and without major upheavals. There are many problems in the workplace, as demotivati on and reduced productivity, which are caused by lack of manners. In environment s where there are rude and unkind treatment, people feel unhappy, frustrated and lose the will to cooperate. Efforts to increase the motivation of these groups may go down the drain, since the foundation of a civilized relationship are not working. Therefore, there is no excuse for unkindness and lack of education. If you are able to control his emotions and his temper when talking to a superior, is because it can do the same when speaking with colleagues and subordinates. A team of success starts with clear rules of relationships, especially education a nd good manners. 16: Communication Skills and Negotiation: Veronica Feder Mayer / Sandra RH Mariano Explanatory Management tips: business etiquette The etiquette and good manners are essential in the time to act within the company. Here's some important tips. Respect and education • Greet co-workers and customers with a firm handshake, de monstrating to the other person you have pleasure in contact with her. • Do not ignore the less fortunate, to treat everyone with respect regardless of hierarch y. • Avoid horseplay of any kind. The rudeness is an unforgivable act, no matter

the situation. Who is coarse, lose the reason. • Greet and thank the profession als who served him. • Keep an eye out when others are speaking or performing (in a lecture or meeting) and avoid side conversations. • Respecting the rules of c oexistence in the community, such as not smoking in forbidden places and spontan eously give your seat to elderly, pregnant or disabled. • Be punctual. Punctuali ty is the hallmark of well-educated people and a sign of respect to others. • Re move sunglasses when talking to someone else. The caller should see your eyes. A lways look at the people speaking. Source: http://www.sxc.hu/photo/ Source: http://www.sxc.hu/photo/ Lesson 1 - Interpersonal 1 :: 17 Introduction • Introduce yourself by offering your business card. • Wear clothin g, jewelry and costume jewelry discreet and appropriate to the situation. In gen eral, the corporate world requires discretion in costumes. • Caring for fingerna ils. Men should always keep them clean and trimmed. Women should avoid extravaga nce in colors, sizes and visual effects, and never leave home with the enamel st ripped. Source: http://www.sxc.hu/photo/ Source: http://www.sxc.hu/photo/ Source: http:/ /www.sxc.hu/photo/ General conduct • Avoiding negative attitudes. Learn to be positive in words, th oughts and actions. Nobody likes to live with a person nagging, resentful and al ways ready to complain and complain about everything and everyone. • Do not enga ge in gossip and intrigue. • Respond always at your correspondence (letters and emails) and your phone calls. • Never swear in professional environments. Also a void slang. 18: Communication Skills and Negotiation: Veronica Feder Mayer / Sandra RH Mariano 2.2. Dealing with conflicts in a healthy and positive Conflict in the workplace can exist without being necessarily negative. If they are solved, they lead to personal and professional growth. According to experts, when we solve the conflicts successfully achieved some important benefits as: • Increased understanding - a necessary discussion to resolve the conflict expand s people's understanding of the situation we are living from the knowledge of ot her viewpoints. • Increased group cohesion - and when a conflict is resolved, th e team members tend to develop a strong mutual respect, and a renewed confidence in their ability to work together. • Increased self-knowledge - conflicts make us examine personal goals more carefully and focus on what is really important t o us. However, when they are not well resolved, conflicts can be very harmful. T he emergence of negative emotions like anger, resentment, guilt or desire for re venge will deteriorate relationships and group performance. The trust is gone.€T he talent and energy of people get lost in bickering, gossip, conspiracy and con cerns that contribute nothing to improving the environment. Therefore, as an ent repreneur, you should be realistic and admit that you will face some conflicts w ith partners and employees. This is a fact of life. At the same time, positively must always seek to solve these conflicts. Here, then, some strategies for solv ing these conflicts: • Have as its first priority to maintaining good relationsh ips. • Keep a climate of courtesy. • Remain calm under pressure. • Always be con structive in your comments and ratings. • Listen first and talk later. • Stick t o the facts. Lesson 1 - Interpersonal 1

:: 19 • Separate the people from their problems and deal directly with issues of valid and existing in the real situation. • Be attentive to the interests (many times hidden or hidden) the other party with whom you are dealing with. • Understand the reasons and whys of the people involved in the conflict; • Avoid a defensive posture, it is clear and direct in their arguments; • Stay aware of your postur e. • Avoid being disrespectful and send conflicting messages to others. • Be ope n to new ideas and alternative ways to reconcile the positions of those involved in the conflict. • Seek and negotiate solutions to the problem. While there are situations of high complexity, unbalanced or difficult people, you need to ask for help. Get away from the situation for a while until things calm down. Talk t o people more experience or elects a mediator. It is never a good idea to bring an end to confrontation, because things could get out of your control, causing m ore damage than good. 2.3. Bullying - Joke in bad taste or disease? Have you heard the term bullying? It is an English word, which means intimidatio n, threat. Recently, bullying has become used to describe a type of social probl ems found in schools and businesses. It is a kind of psychological harassment th at involves abuse of a bully against a particular target. The intimidating (whic h may be a colleague or boss) to elect someone who is constantly chasing, using it for a number of behaviors such as harsh words, public humiliation, insults an d outrageous nicknames, excessive criticism and continuing spread of rumors and gossip , unfair allocation of blame, sabotage and others. We must be aware of bu llying, because what at first glance, seems an inconsequential rudeness or bad j oke, could become a serious situation and difficult to control. It is true that the person who promotes bullying can hurt and harm many people. 20: Communication Skills and Negotiation: Veronica Feder Mayer / Sandra RH Mariano Unfortunately, many of us are silent because they think this is something "norma l." For it is not! Bullying is a social disorder that must be rejected and fough t. Some statistics about bullying, according to the specialist Dr. Gary Namie: • Approximately 1 in 6 workers in the U.S. and Australia have reported episodes o f bullying in 2006. • Over 50% of workers had experienced bullying at some point in their careers. • The two areas most affected by bullying are Education and H ealth • 84% of sufferers are women bullying. • 81% of people who do have bullyin g management position. There are a number of diseases that can be intensified or caused by bullying and stress, hypertension, heart disease, stroke, ulcers, ski n problems, depression, anxiety, posttraumatic stress disorder. So watch out for bullying! A team of success is, above all, healthy. Multimedia In one click, enter bullying in the digital age's actions dub with an evil frien d or offend a colleague on the Internet today are considered virtual bullying. W hat was done in schools, word of mouth, or during play street is now gaining str ength in programs such as Orkut, blogs or even in the form of videos posted on Y ouTube. The environment is conducive to the spread of such hatred, which also in creases aggression among youth. The more young people use social networking site s like MySpace and Facebook, the more they open their information to a lot of pe ople. According to the BBC website, a survey conducted in the United States show ed that 39% of social network users were intimidated in any way. The impulses th at put the bullying in the digital age are the same, yet the effect is magnified

. Today, in a few clicks, a photo,€video or conversation can be shared by thousa nds of people online. The possibility of not showing their identity on the Inter net also helps in propagating threats. The Lesson 1 - Interpersonal 1 :: 21 Whoever provokes, offends and humiliates a classmate or a person who does not fe el superior. Who is the victim is overwhelmed and anger builds up and may develo p depression and isolation. Unfortunately, most parents think this sort of behav ior is normal. Consider that have already gone through this type of situation an d do not correct the posture of the children. Remember that this kind of attitud e can generate effects on the injured person for the rest of your life. It is a matter that should be taken seriously by their families. Learn more about this s ite: http://www.observatoriodainfancia.com.br ACTIVITY 2. Web forum - Dilemmas of relationship at work Launched in Brazil in 2005, the book The Devil Wears Prada tells the story of Andrea Sachs, a newly formed and t alented journalist who apparently won a phenomenal job: assistant to Miranda Pri estly, revered editor of Runway magazine, the most to successfully fashion magaz ine in the world. For the young, work with Miranda is the guarantee of a future position in writing a full review. However, the job desired "by 1 million girls" becomes a terrible nightmare. As Miranda's assistant, Andrea will have to meet the whims of publishers, who seem to have no end. She is facing a stressful rout ine, racing against time to meet the requests of the wildest boss, who uses and abuses his power. Snobbish and arrogant, Miranda is not worthy to hang your own coat. Greets his subordinates and never seems to ignore phrases like "please" an d "thanks". Maintain a climate of fear and fawning around him. Never leaves less than six orders on the phone Andrea overnight and requires daily to buy coffee and take your clothes 22: Communication Skills and Negotiation: Veronica Feder Mayer / Sandra RH Mariano to the laundry. Besides the constant humiliation, Miranda is also incumbent Andr ea mission almost impossible, like getting an advance copy of the final Harry Po tter book, and send it in private plane to his daughters in Paris. Andrea Young is presented to the seductive world of fashion, chimes and circulates at parties win a complete wardrobe with the most expensive and coveted brands in the world . However, if you feel unhappy and lives a personal dilemma. Want to move up the ladder, but hates the crudely as Miranda treats people, his constant injustices , and his habit of using people as disposable objects. Andrea wants to leave, bu t finds that his future as a journalist is at stake. Fiction and Reality in the U.S., the book has caused noise in the fashion world. This is because the author , Lauren Weisberger worked as assistant to the all-powerful editor of Vogue, Ann a Wintour, a woman so beloved as hated. How could it be, many suspect that the r eports were based on this book's real experience that Lauren lived between 1999 and 2000 (something the author does not allow, but not deny). If this is true, L auren found a way to make lots of money and at the same time, in revenge for mis treatment he received, publicly exposing the behavior of a powerful woman and un scrupulous. Devilish fun and a good gossip, the book won the most serious review s in newspapers and magazines in the U.S. and spent almost two years on the best

seller list. It was published in 28 countries and has turned out blockbuster mov ie. To Talk To many, The Devil Wears Prada, despite being a humorous book, raise s some important contemporary issues such as adaptation to the human environment , the personal cost of a career to successfully, the use of power in the relatio nship between supervisors and subordinates, ethics in labor relations, among oth ers. And you? What are the most important issues presented in the book The Devil Wears Prada? Do you know someone who went through a situation Lesson 1 - Interpersonal 1 :: 23 similar? What do you think would do in place of Andrea? Watch the movie, which i s available on DVD in the library of the pole, and give your opinion in the foru m on the web. 3. A window to the self The Johari Window The Johari Window is a model of self-developed by two American psychologists Jos eph Luft and Harry Ingham, about 50 years. There are two important ideas present in the Johari window: 1. Individuals can build trust among themselves through m utual openness of information. 2. Individuals can learn about themselves with th e help of feedback they receive from others.€It is divided into four quadrants: I Known Known PUBLIC ARENA What is known by me and others. AREA Overcast Unknown What I only know about me - I can decide if I will reveal to others. BLIND ITEM : Unknown What others perceive of me, but I do not understand. UNKNOWN What I do not know about myself - the realm of my subconscious. Other The Johari Window helps us understand and compare our self-image with the image others have of us and can be used to improve our personal and professional relat ionships. Consider the following: 24: Communication Skills and Negotiation: Veronica Feder Mayer / Sandra RH Mariano The receptive PUBLIC ARENA Blind spot Area covert Unknown According to Johari window, people are receptive to those relationships that pro ve to others and frankly they are open to receiving feedback (listen and learn t he opinions others have of them). The receptive is a person with clear self-imag e and confidence to expose themselves to others. When you're in a managerial pos ition or participating in a work team, this person tends to be respected and to encourage the growth of others. The Public Arena disguised Blind Spot AREA Overcast Unknown

According to Johari window, people tend to hide covert the most information abou t them: what they think, how they feel, etc.. The sly one who always asks for in formation about others, but speaks little of himself. It is a "player" - always seems to be hiding something and using the information only for their own benefi t. When you're in a managerial position or participating in a work team, this pe rson tends to arouse suspicion and cause defensiveness in others. Lesson 1 - Interpersonal 1 :: 25 The hermit Public Arena Blind Spot Area covert UNKNOWN According to Johari window, the hermit has a large proportion of "unknown self", reflecting poor knowledge about yourself. It's a complex person, whose behavior is difficult to predict. Is always oriented for self-protection. When you're in a managerial position or participating in a work team, this person tends to lea ve others confused and insecure. The talkative and gossipy Public arena BLIND ITEM Area covert Unknown According to Johari Window, or the loudmouth gossip has a large blind area, refl ecting someone who talks a lot, but hear little. He is a person very concerned a bout herself and not knowing when to shut up. When you're in a managerial positi on or participating in a work team, this person tends to irritate the other, who will try to find ways to distance themselves from it or avoid considering their views. 26: Communication Skills and Negotiation: Veronica Feder Mayer / Sandra RH Mariano From the idea of the Johari window, we see that to improve our personal and prof essional relationships with others, we must become more receptive. This will be possible, if we increase the space in our "public arena" through greater opennes s about our ideas and emotions broaden the scope of our "blind spot" and are mor e receptive to feedback. Tips Management tips: a Johari Window. Do not be reckless when you give information a bout you. Disclosing information builds trust, but some may undermine the respec t that others have. This will put you in a position of weakness. 2. Be careful h ow you give feedback to others. In certain situations and cultures, the feedback can be considered a great offense, especially for those not familiar with it. Y ou should first make sure that the environment is favorable and that the person is prepared to listen. Be sensitive and start gradually. 3. Be patient with peop le who are joining a group that is already formed some time ago. Naturally, they

will have an adjustment period. In addition, only be willing to greater opennes s if they perceive an environment of mutual trust. ACTIVITY 3. Interpersonal dimensions This activity has four steps: 1. Filling ou t the questionnaire for you. 2. Complete the questionnaire by two people of thei r relationship. 3. Comparison and evaluation of the responses. 4. Development of a plan of intent. Lesson 1 - Interpersonal 1 :: 27 First step Read each item. Mark an X in the range 1-7, in the position that best describes their actual performance more frequently. On this scale, 1 represents the MINIMUM and MAXIMUM means 7. I have the ability to create a good impression on others, to get attention, personal recognition and respect. 1 2 3 4 5 6 7 I have the ability to listen and understand what others say. 1 2 3 4 5 6 7 I tend to look closer relationship with people, give and receive affection in my group. 1 2 3 4

5 6 7 I seek to stimulate and encourage others to develop their own resources to solve their problems. 1 2 3 4 5 6 7 I own ability to influence others, make it accept my ideas and follow my guidanc e. 1 2 3 4 5 6 7 I always say and do things naturally, freely express ideas, opinions and feeling s at the time they occur. 1 2 3 4 5 6 7 I usually accept criticism without defensive strong emotional reactions (making me hostile or shutting me). 1 2 3 4 5 6 7 I own ability to perceive the needs, feelings and reactions of others. 28: Communication Skills and Negotiation: Veronica Feder Mayer / Sandra RH Mariano 1 2 3 4 5 6 7 I am trying to give feedback to others so helpful and constructive without offen ding them. 1

2 3 4 5 6 7 I have the ability to recognize, diagnose and deal with conflict and hostility o f others. 1 2 3 4 5 6 7 I am able to organize and present my ideas effectively. 1 2 3 4 5 6 7 I strive to know the ideas of others and am always willing to receive suggestion s. 1 2 3 4 5 6

7 I am able to change my perspective and my behavior. 1 2 3 4 5 6 7 I usually listen to others carefully. 1 2 3 4 5 6 7 I do not put on the defensive and always show me receptive to others and their i deas. 1 2 3 4 5 6 7 I trust in my potential and I value my individuality 1 2 3 4

5 6 7 Lesson 1 - Interpersonal 1 :: 29 I avoid judging people by appearance, and even when they do not please me, I try to respect differences. 1 2 3 4 5 6 7 I tend to observe and evaluate my own behavior and reactions of others. 1 2 3 4 5 6 7 I have friends in different groups. Like dealing with different people. 1 2 3 4 5 6

7 Second step after completing the questionnaire, ask two people in your relations hip (family, and / or friends) to answer the same questionnaire, evaluating you. Third step Compare carefully the responses of three questionnaires and analyze the differences. The goal is to improve your knowledge about how others see you. Ask the following questions: 1. What are my weaknesses in terms of relationship ? 2. What are my strengths? Trace a fourth step plan of intent to improve their weaknesses. Follow the guide below: 1. Define your goals for improvement. 2. Def ine what you intend to do to improve their relationship skills. 3. Set prioritie s (where to start) and set some deadlines. Make a periodic review of its plan of intent. 30: Communication Skills and Negotiation: Veronica Feder Mayer / Sandra RH Mariano Returning ... N sport, like the company, not just be ace, since excessive individualism and rela tionship difficulties can undermine the best chances of a team, as happened with Brazil at the 2006 World Cup. An entrep reneur must know that success depends on your skill relationship. Do not just ha ve a great knowledge of your area or have a great talent. You must learn to rela te well with vendors, partners, investors and, in particular with officials. Who wants to achieve a goal will require collaboration and commitment of many peopl e. Cultivating education, respect for others and promote good manners in the wor kplace is essential. Keep a positive attitude and develop empathy, too. But in a ddition, you must be prepared to deal with conflicts as they are part of our lif e in society. To improve relationships with others is necessary to know yourself better. Learning to listen and receive feedback always aiming to improve itself . Supplementary Text Source: http://www.shinyashiki.com.br/roberto/web/destaque_detalhe.jsp?CId=343 The art of living Living is an art as subtle as music, literature, painting or t heater and few have learned to master. By Roberto Shinyashiki Lesson 1 - Interpersonal 1 :: 31 References Capra, Fritjof. The point mutation. São Paulo: Cultrix, 2003. p. 40. CHAD, Jamil . Ricardo Teixeira: there was drinking in the 2006 tournament. Available at: <ht tp:// www.estadao.com.br/esportes/not_esp28023,0.htm>. -Access on August 1st, 20 07. COSMOS Online: Brazil and the world. Available at: <http://www.cosmo.com.br/ brasile mundo>. Acesso em: 26 dez. 2007. Parlante: lectures and lecturers. Avail able at: <Fonte: http://www.parlante.com.br>. - Accessed on August 31, 2007. CUT TER, Howard C.€The Art of Happiness: His Holiness the Dalai Lama. São Paulo: Mar tins Fontes, SP 2000. p. 97. Freitas, Eliane of Benatti. Optimization of interpe rsonal relationships as a strategy for achieving professional effectiveness. Lon don: INBRAP and Unisalesiano, 2006. LABEL business. Available at: <http://www.et

iquetaempresarial.com.br>. Access: 19 December 2007. Mind Tools: Essential skill s for an excellent career. Available at: <Fonte: www.mind tools.com>. Accessed: 2006.