Communicating for Results 9e 3 Key Ideas Interpersonal communication and organization success...
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Transcript of Communicating for Results 9e 3 Key Ideas Interpersonal communication and organization success...
Communicating for Results
9e
3Key Ideas
•Interpersonal communication and organization success•Developing and maintaining relationships •Communication styles and business relationships•Tips for relating with people of different styles•Managing conflicts in business relationships
Improving Interpersonal Communication
1Copyright Cengage © 2011
Consider this . . .Consider this . . .
Positive interpersonal
relationships are crucial to the survival of individuals, teams, and organizations.
2Copyright Cengage © 2011
Eisenberg & Goodall, Organizational Communication, 2004, p. 5
Case Study: AIG Bailout ControversyCase Study: AIG Bailout Controversy
Read or Describe the caseAnswer the following questions:
What is the main problem that triggered the controversy?
What four communication styles fits DeSantis based on his letter?
Why did DeSantis choose this method?
Copyright Cengage © 2011 3
Employee RelationsEmployee Relations
Copyright Cengage © 2011 4
Relationships have positive affects on the followingRelationships have positive affects on the following::
Job SatisfactionMoraleOthers’ communication needsCommitment to & knowledge of the organization
Jose
Luis
Pela
ez,
Inc.
/CO
RB
IS
Keys to strong relationshipsKeys to strong relationships
Copyright Cengage © 2011 5
Make expectations clear
Use reciprocal nature of relationships
Maintain mutual trust and respect
Understand communication styles
© Jaso
n H
arr
is
Using communication stylesUsing communication styles
Determine personal communication style
Understand the strength and weaknesses of each style
Learn how to communicate using different styles
Copyright Cengage © 2011 6
Elements of Communication StylesElements of Communication Styles
Copyright Cengage © 2011 7
Rarely SeeksFeedback
Seeks ExcessiveFeedback
Discloses Excessively
Rarely Discloses Disclosure
Feedback
Closed StyleClosed Style Productive when allowed to work
alone Uncomfortable around people Seldom communicates expectations Motivated by anxiety or fear Avoids conflict
Copyright Cengage © 2011 8
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive Feedback
ClosedClosed
Closed Communicators at their bestClosed Communicators at their best
Productive as long as they can work in an environment free of interpersonal demands.
Seen as reserved.Considered similar to the laissez-faire
leader, who lets employees do whatever they want.
Copyright Cengage © 2011 9
Closed Communicators at their worstClosed Communicators at their worst
Low productivity due to spending energy looking for security
Difficult to get to know Unresponsive to needs of others.Thought to be aloof and
noncommunicative.
Copyright Cengage © 2011 10
The Blind styleThe Blind style
Seen as authoritarian & demanding Motivated by over self-confidence Usually experienced &
knowledgeable Handles conflict by force
Copyright Cengage © 2011 11
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive FeedbackBlindBlind
Blind Communicators bestBlind Communicators best
Clear on what you want and where you stand with them
Loyal, organized, dependableHelpful to those who want to learn as
long as help is appreciated
Copyright Cengage © 2011 12
Blind Communicators worstBlind Communicators worst
Unable to delegate effectivelyInsist in their way; impatientOffer advice and criticism but can’t
take itPrefer to be in control at all times
Copyright Cengage © 2011 13
Blind Communicators worstBlind Communicators worst
Stifle growth and creativityExpect others to mess things upPunish failureOften poor listeners
Copyright Cengage © 2011 14
Hidden communicatorsHidden communicators
Prefers a social environment
Motivated by mistrust or need to please
Discloses only positive expectations or opinions
Smoothes over conflict
Good listener
Copyright Cengage © 2011 15
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive Feedback
HiddenHidden
Hidden Communicators bestHidden Communicators best
Well liked and fun to be aroundConcerned with people Willing to listenSmooth over minor office conflicts
Copyright Cengage © 2011 16
Hidden communicators worstHidden communicators worst
Suspicious of others’ motivesAdequate performance acceptedYes peopleUnable to disclose opinions or ideas
that may be rejectedNot always loyalAppear to be two-faced
Copyright Cengage © 2011 17
The Open CommunicatorThe Open CommunicatorSeen as a team communicator
Motivated by confidence & like of people
Often too open and/or too open too soon
Uses problem-solving to handle conflict
Communicates expectationsRarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive FeedbackOpen
18Copyright Cengage © 2011
The open communicatorThe open communicator Seen as a team communicator Motivated by confidence & like of
people Often too open and/or too open too
soon Uses problem-solving to handle
conflict Communicates expectations
Copyright Cengage © 2011 19
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive FeedbackOpenOpen
Open communicators bestOpen communicators best
Flexible in meeting needs and using communication styles
Give and receive praise and criticismGenuinely like others and listens
carefullyTrusting, friendly and dependableProductiveEmpower others through team feedback
and decisionsCopyright Cengage © 2011 20
Open communicators worstOpen communicators worst
Seen as ineffective managers by blind managers
Frustrated by lack of creative opportunities under non-open bosses
Impatient with time needed to complement organizational changes
So open others are uncomfortableOpen at inappropriate times
Copyright Cengage © 2011 21
Flexibility of Styles...Flexibility of Styles...
Rarely Discloses
Discloses Excessively
Rarely Seeks Feedback
Seeks Excessive FeedbackOpen
Closed
Blind
Hidden
Use feedback effectively
Use disclosure effectively
Key to successful communication . . Key to successful communication . . ..
22Copyright Cengage © 2011
Using feedback Using feedback
Is directed toward behavior (not person)
Uses descriptive language (not evaluative)
Involves sharing (not giving advice) Includes limited information Is immediate & well-timed Allows for face-saving
Copyright Cengage © 2011 23
Effective disclosureEffective disclosure
Used to develop/maintain relationships
Should be mutually shared Should be gradual Involves risk Moderate level of disclosure usually
best
Copyright Cengage © 2011 24
Curvilinear RelationshipCurvilinear RelationshipBetween satisfaction and disclosure . . .Between satisfaction and disclosure . . .
25Copyright Cengage © 2011
Types of business conflictsTypes of business conflictsA-Type
Occurs when relationships & trust are weak
Sidetracks team from issuesCreates defensiveness and anger
Copyright Cengage © 2011 26
Types of business conflictsTypes of business conflictsC-Type
Occurs when relationships/trust are strong
Members willing to debate & disagreeGround rule—”Ideas separate from
person”Creates feeling of satisfactionImproves team productivity
Copyright Cengage © 2011 27
Avoiding/WithdrawlAvoiding/WithdrawlFeels little concern for others self; places
low value on assertiveness and cooperation.
Maintains neutrality at all costs; conflict is a worthless and punishing experience.
Removes self either physically or mentally from groups experiencing conflict; stays away from situations that produce conflict.
Tends to communicate in the closed style.
Copyright Cengage © 2011 29
Accomodating/SmoothingAccomodating/SmoothingHigher concern for others than self and;
values cooperation over assertiveness.Views open conflict as destructive; gives in
to the will of others when necessary.Surface harmony is important to maintain
good relationships and receive personal acceptance; tries to smooth over or ignore conflicts to keep everyone happy.
Tends to communicate in the hidden style
Copyright Cengage © 2011 30
CompromisingCompromisingMiddle-of-the-road stance on assertiveness
and cooperation—a high-quality solution is not as important as a workable or agreeable solution.
Conflict solvable but uses voting and other methods of compromise to avoid direct confrontation.
Tries to find a solution suitable to everyoneViews compromise as a second choice; may
communicate in any style (closed, blind, hidden, or open)
Copyright Cengage © 2011 31
Competing/ForcingCompeting/ForcingViews personal goals as much more
important than the goals of others; therefore, values assertiveness (even force when necessary) over cooperation.
Conflict is a win-lose situation or contest of power; compromise is not acceptable.
Great respect for power and will submit to arbitration only because the arbitrator’s power is greater.
Tends to communicate in the blind style.Copyright Cengage © 2011 32
Collaborating/Problem-SolvingCollaborating/Problem-Solving
Gives equal consideration to others and self; values high cooperation and assertiveness.
Views conflict as beneficial if handled openlyGuides groups through the basic problem-
solving procedureAttempts to reach a consensus; willing to
spend a great deal of time and effort to achieve consensus.
Tends to communicate in the open style.
Copyright Cengage © 2011 33
Using Conflict StrategiesUsing Conflict Strategies
AvoidanceAvoidanceUse whenUse when issue trivial, communication skills lacking, losses issue trivial, communication skills lacking, losses
outweigh gains, time insufficient to reach solution.outweigh gains, time insufficient to reach solution.
CooperativenessCooperativeness
AvoidingAvoiding
Ass
ertiv
enes
sA
sser
tiven
ess
HighHighLowLow
HighHigh
LowLowAvoidance
34Copyright Cengage © 2011
Using Conflict StrategiesUsing Conflict Strategies
AccommodatiAccommodati
ononUse whenUse when issue trivial, communication skills lacking, losses issue trivial, communication skills lacking, losses
outweigh gains, time insufficient to reach solution.outweigh gains, time insufficient to reach solution.
CooperativenessCooperativeness
AvoidingAvoiding
Ass
ertiv
enes
sA
sser
tiven
ess
HighHighLowLow
HighHigh
LowLowAvoidance Accommodation
35Copyright Cengage © 2011
Using Conflict StrategiesUsing Conflict Strategies
CompetitiCompetiti
onon
CooperativenessCooperativeness
AvoidingAvoiding
Ass
ertiv
enes
sA
sser
tiven
ess
HighHighLowLow
HighHigh
LowLowAvoidance Accommodation
Competition
Use when immediate decision needed, parties expect & Use when immediate decision needed, parties expect & appreciate a show of force, power relationship between parties clear.appreciate a show of force, power relationship between parties clear.
36Copyright Cengage © 2011
Using Conflict StrategiesUsing Conflict Strategies
CompromiCompromi
sese Use when both parties stand to gain, ideal solution not Use when both parties stand to gain, ideal solution not
required, time is short, temporary solution necessary, & parties are required, time is short, temporary solution necessary, & parties are equals.equals.
CooperativenessCooperativeness
AvoidingAvoiding
Ass
ertiv
enes
sA
sser
tiven
ess
HighHighLowLow
HighHigh
LowLowAvoidance Accommodation
Competition
Compromise
37Copyright Cengage © 2011
Using Conflict StrategiesUsing Conflict Strategies
CollaboratiCollaborati
onon Use when members trained in problem solving, parties have Use when members trained in problem solving, parties have
common values & goals, conflict arises from misunderstandingcommon values & goals, conflict arises from misunderstanding.
CooperativenessCooperativeness
AvoidingAvoiding
Ass
ertiv
enes
sA
sser
tiven
ess
HighHighLowLow
HighHigh
LowLowAvoidance Accommodation
Competition
Compromise
Collaboration
38Copyright Cengage © 2011
Win-lose--Competition
Lose-lose--Compromise
--Accommodation
--Avoidance
Win-win--Collaboration
--Consensus
© N
OV
A
Develo
pm
ent
© N
OV
A
Develo
pm
ent
Reaching ConsensusReaching Consensus
39Copyright Cengage © 2011
Breaking a stalemateBreaking a stalemate Clarify situation Set aside conflicting solutions
temporarily Seek new solutions through
brainstorming Compare new & original solutions to
see which is now “best”
Copyright Cengage © 2011 40
© Jaso
n H
arr
is
Dealing with cultural differencesDealing with cultural differences
Types of culturesIndividualistic cultures (Western
cultures)Collectivistic cultures (asian cultures)
Issues arise due to differences in values
Conflicts also cause by a culture’s view of message content
Copyright Cengage © 2011 41
Individualistic culturesIndividualistic culturesValue individual rights over group
identity
Value problem-solving over relationships
Value autonomy, assertiveness & democracy
Prefer competing strategies to solving problems (although will use collaborating & compromising
Copyright Cengage © 2011 42
Collectivistic culturesCollectivistic cultures
Value group membership, obligations & goals over individual rights
Value relationships over problem solving
Value empathy& listening
Prefer avoiding & accommodating strategies to preserve friendships & save face
Copyright Cengage © 2011 44
High-Context High-Context
Usually collectivisticMessages tend to be brief, indirect & implicit
Receivers responsible for meaningMeaning obtained from setting, culture, & nonverbal communication—words of minimal importance
Copyright Cengage © 2011 45
Low-Context culturesLow-Context cultures
Usually individualisticMessages direct, explicit (clearly
spelled out)Speakers expected to be organized &
responsible for meaningMeaning conveyed by words;
nonverbal of minimal importance
Copyright Cengage © 2011 46
Cultural assumptions about conflictCultural assumptions about conflictIndividualistic – Low Context• Conflict viewed from
“problem-solving” model.• Conflict can be functional
or dysfunctional.• Conflict is dysfunctional
when not confronted openly.
• Conflict is functional & exciting when it provides open opportunity to solve problems.
• Contextual & relational issues should be handled separately.
• Conflict should be handled openly and directly.
Collectivistic – High Context
• Conflict viewed from “face maintenance” model.
• Conflict is mainly dysfunctional.
• Conflict shows lack of self-discipline and emotional immaturity—is cause for embarrassment and distress.
• Conflict, when forced upon one, provides testing ground for skillful facework
• Contextual & relational face issues are intertwined.
• Conflict should be handled discreetly and subtly.
Copyright Cengage © 2011 47
Handling intercultural conflictHandling intercultural conflict
Remember—there’s more than one reason-able position in a conflict
Look for the “trigger” to the conflict
Use storytelling to talk about conflict Use a neutral third party to mediate
Copyright Cengage © 2011 48
Communicating for Results
9e
3Key Ideas
•Interpersonal communication and organization success•Developing and maintaining relationships •Communication styles and business relationships•Tips for relating with people of different styles•Managing conflicts in business relationships
Improving Interpersonal Communication
49Copyright Cengage © 2011