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interpersonal skills for managers

Maria, an instructor of interpersonal skills for managers, has had three sessions with a particular organization. She was told that Neil has not been able to keep a team together for more than three months at a time. She notices that, in her workshops, he lounges with a bored expression and reads the sports pages while she is speaking. She concludes his arrogance and hostility are hurting his performance. She writes him a memo about his behaviors (reading, looking bored, not bothering to contribute and the negative effect it has on the group). She asks him to eliminate these behaviors because she believes his power and prestige will grow.

1. What are some assumptions underlying the scenario?

2. How can the individuals in the scenario validate their assumptions?

3. How would an outsider could check to see if the assumptions are valid?

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1.- Background assumptions include that the cohesiveness of the group will be a function of Neil's performance, at least in part and that the "lifespan" of a time will be longer than three months if things are going well. There is the assumption that Neil's behavior is consistent from one context to another--i.e., that observing him in a workshop tells us something about how he worked with his teams in the past. Maria makes a very big assumption about the attitudes underlying Neil's insouciance in the workshop--that it reflects ...

Solution Summary

An instructor of interpersonal skills for managers scenario is discussed.