INTERACTIVE SKILLS

By
M.P.Tyagi
 INTERPERSONAL BEHAVIOURS

The effectiveness of any meeting

depends on strong, clear
communication in an environment of
openness and trust. To foster
openness and trust, each participant
must be able to display effective
interpersonal behaviors in meetings
 INTERACTIVE SKILLS

 Promote an increased sense of teamwork.

 Encourage a climate of openness and trust.
 Allow a fuller understanding of the subject
because they ensure that the debate and
discussion is objective.
 Lead to greater commitment to the final
decision because they help to involve
everyone in the discussions.
 INTERPERSONAL BEHAVIOURS

 STARTING BEHAVIOURS

 RESPONDING BEHAVIOURS

 PROGRESSING BEHAVIOURS

 Gate Opening and Gate Closing

INTERPERSONAL BEHAVIOURS

STARTING

RESPONDING PROGRESSING
INTERACTIVE SKILL BEHAVIOURS

INITIATING

REACTING CLARIFYING
 STARTING BEHAVIOURS

This class contains behaviors which put

forth ideas, concepts, suggestions, or
courses of action for consideration.
Starting behaviors tend to create
enthusiasm and are oriented to future
action. They also promote creativity in
the group. They are also called
Initiating Behaviors.
 STARTING BEHAVIOURS

 Proposing:
A behavior that puts forward a new
suggestion, proposal, or course of action.

 Building:
A behavior, usually in the form of a proposal,
that extends or develops a proposal made by
another person.
 Proposing
 Initiating a new idea, proposition or
suggestion to spark group action.

 Example:
1. ”I suggest we look into opening an
office in Indore so we can do a better
job of serving our customers”
2. “Let us start by introducing ourselves”
 Building

 Taking a group member’s proposal, suggestion

or idea and then extending, developing or
expanding it to enhance its value.

 Example:
1. (Building on no.1 in the previous slide) “We
really need an office in Indore. May be Dinesh
could split his time between Bhopal and
Indore.
2. (Building on no.2 in the previous slide) “And
also share our hobbies”.
 Proposing & building
Proposing
“I suggest we begin by
reviewing last year’s
production figures”
“Let’s ask Sunil to join us.”
“Don’t forget to include
Mr.Vasudevan in the
distribution list.”
Building
“And Khannaji could
answer our questions
about them”
“ Yes, we could ask him to
bring us upto date on the
current cash flow”
“OK; we can get his new
address from Mr.Kasliwal”
 Proposing & building

The difference between proposing and

building behaviors is that in proposing, a
person puts forward an independent idea of
his or her own. In building, one puts forward
an idea explicitly dependent on someone
else’s proposal. Since building, is an
expansion of someone else’s plan or
suggestion, it can only occur after a proposal
has been presented. It is not possible to
build on another person’s information or
opinion.
 RESPONDING BEHAVIOURS

This class contains behaviors that put

forward an evaluation of other people’s
contributions, help get information out,
and facilitate open communications.
 RESPONDING BEHAVIOURS

 Agreeing

 Disagreeing

 Defending/Attacking
 Agreeing
 Making a conscious direct declaration of
agreement or support for another person,
their concepts, or opinions.

 Examples:
 “Ashok’s suggestion to review our customer
requirements is a good idea”.
 “Yes, you’re definitely on the right track”.
 Disagreeing

• Providing direct opposition to, or raising

doubts or obstacles to an issue and not a
person. People respond badly to personal
attacks but not necessarily to disagreements
with ideas.

• Example:
“Let us plan it with more details”
“More details may not be required at this
stage”
 Defending / Attacking

 When an agreeing or disagreeing is with the

person and not with the issue or the behavior
has value judgment with emotional
overtones. The response to an
emotionalizing behavior is either attack or
defence.
 Examples:
 (Defensive attack) “I wouldn’t have made
that mistake if you hadn’t….”.
 (Direct attack) “You’re wasting everyone’s
time by making such foolish suggestions”.
 Disagreeing & emotionalizing

The primary difference between

disagreeing and emotionalizing is that
disagreeing is about issues, while
emotionalizing tends to be directed at
people.
PROGRESSING BEHAVIOURS

This class contains behaviors, which

bring about the exchange of
information, facts, opinions, and other
clarifications. Progressing behaviours
tend to increase mutual understanding
and foster a deeper analysis of issues.
 PROGRESSING BEHAVIOURS

 Seeking Information
 Giving Information
 Summarizing
 Testing Understanding
 Testing Consensus
 Seeking information

 Seeking Information is usually a question, but

can be a statement inviting suggestions. It
asks someone to give existing information,
opinions, or invites new ideas for action.

 Seeking information expects an answer. It is

not a rhetorical question; it is followed by a
pause that invites a response.
 Seeking information
(some examples)

 “What would it cost to send this

package to Mumbai?”
 “Did we achieve our target for last
month?”
 “What happened?”
 “How do you feel about this idea?”
 “How do you think we could make the
procedure less time consuming?”
 Giving information

 Giving information consists of offering

facts, opinions, data, experiences or
clarifications to others.
 Giving information takes many forms. It
may be a brief reply to a question.
 It may be a simple announcement of
fact.
 Giving information
(Some Examples)

 “The new machine is easier to operate.”

 “Earnings grew at a rate of 15% last year.”
 “I don’t think we should accept this offer.”
 “I am worried about missing the deadline.”
 “It will cost Rs.one lac to refurbish this.”
 “I’m delighted with our new product.”
 “Yes”
 Summarizing

Summarizing behavior is usually one or more

statements that briefly highlight the content of
a previous discussion or event. It is often
used to review and conclude a discussion or
part of a discussion. However, it can be used
at the beginning of a conversation to review
what happened in an earlier meeting which
was attended by all those present.
 Summarizing
(Some Examples)

 “Then, to review our discussion, we’ve

agreed to order the machine, train the
appropriate personnel, and evaluate the
results in six weeks”.
 “So the upshot of it is that there is little
advantage to pushing our schedule ahead
by three weeks unless the supplier can
guarantee delivery”.
 “So far we seem to be saying that the
pitfalls in the project are mostly avoidable.”
 Testing understanding

Testing understanding behavior is

always a question and requires a
response. When you use this behavior,
you are checking to be sure what you
think the speaker said or meant is what
was actually said or meant. To do this,
you put forth your best guess and ask
for verification from the speaker.
 Testing understanding
(Some Examples)

 “Do you mean that we will have to

revise the list of spares to be used
during shutdown again?”
 “Are you saying that I can use taxi to
go to Agra for this work?”
 “You seem comfortable about taking on
this assignment; am I right?”
 CONSENSUS

A Consensus is said to have been reached

when every member in the meeting can say
the following:
 I believe that you understand my point of
view.
 I believe that I understand your point of
view.
 Whether or not I prefer this decision, I will
support it because it was arrived at in a fair
and open manner.
 Testing consensus

Periodically testing whether the group has

reached consensus or whether more
discussion of the issue is required.

 Examples:
 “Supplier no.6 seems to be everyone’s choice,
let’s see if we have consensus. Sameer …..”.

“Is everyone here agreeing with Vikram’s

proposal or do we need to consider any

further options ?”.
 GATE KEEPING PROCESS BEHAVIOURS

 Gate Opening
Utilizing an interpersonal behavior to include another
person in the discussion. This behavior directly
attempts to involve another individual or to increase
the individual’s opportunity to contribute to the
discussion.
 Examples :
· “Arun, you’ve been quiet, in what other areas we
may cut costs?”
· “Would you like to share your experience on this,
Vipin?”
 GATE KEEPING PROCESS BEHAVOURS

 Gate Closing
Utilizing an interpersonal behavior to exclude another
person from this discussion. This behavior excludes
another individual or reduces the individual’s
opportunity to contribute to the discussion.
 Examples:
(Vivek) “How do you feel about that, Sanjay ?”
(Ashok) “Let me tell you how I feel, …. “.
Ashok has gate closed Sanjay
MEETINGS PROCESS PRINCIPLES

PRIOR
•Send Agenda and pre-reading at least 3 days in advance.
•Give appropriate notice of absence.
DURING
•Arrive punctually.
•Keep to Agenda, items and timings.
•Avoid side conversations.
•Listen.
•Participate.
•Be open & encourage ideas.
•Be willing to reach consensus.
•Critique ideas not persons.
•Remember that all are equal during meeting.
•Chairman to summarize-not longer than 5 min.
•Finish punctually.
AFTER
•Distribute ‘Minutes’ within 2 days.
 Change Process Model
Step 4
Integrated
Step 3 Unconsciously
Internalizing applying the new
behavior or skill
Step 2 Consciously
Awareness putting into
practice the
Step 1 Conscious of new behavior or
one’s behavior skill
Nonawareness that results in
ineffectiveness
Unconscious of one’s
behavior that results
in ineffectiveness