Applications COMS 103: Presentational Speaking in the

Organization

Where have we been?  Public Communication:

 Individual or team presentations…

 …planned or impromptu…

 …to employees or managers…

 …inside or outside of the organization

Where have we been?  Public Communication:  How to find and use appropriate sources

 How to organize your material  How to deliver presentations in different

scenarios  How to appear credible  How to appeal to emotions (but in a

responsible manner)  How to use (not abuse) logic and proof

 How to rock your presentation aids

Where have we been?  Presentation skills OUTSIDE of the formal

environment:

 Interviewing

 Email etiquette

 Working in small groups

Where have we been?  Interpersonal and Organizational Skills:

 Importance of and tips for improving listening

 Importance of and tips for improving nonverbal communication

 Overcoming obstacles to communication

Question: What is our common denominator here? Answer: PEOPLE!

Recently, we discussed how differences in

people can affect our presentations…

Differences in communication styles among our employers, employees, customers, and

colleagues can directly influence our success.

Two important factors: Feedback and Disclosure  Let’s start with

feedback (responses from others in the form of information, opinions, and feelings)

 Now, let’s talk disclosure (voluntarily sharing information, opinions, and feelings with others)

 Too much or too little of either can hurt communication

How do feedback and disclosure influence communication styles?

 Hidden:  Rarely discloses  Seeks excessive

feedback

 Open:  Seeks excessive

feedback  Discloses

excessively

  Closed:  Rarely seeks

feedback  Rarely discloses

 Blind:  Rarely seeks

feedback  Discloses

excessively

Blind Open

Closed Hidden

Low Feedback High Feedback

High Disclosure

Low Disclosure

Which style are you? Let’s find out!

Click your HONEST response (not what you want to do or what you wish others would do):   The company has asked for your suggestions on how to

motivate employees. Your response?

 A. Give them praise and reward to everyone (even if some are more talented than others). Praising a few decreases motivation in others.

 B. Give honest criticism, immediately after an employee makes a mistake.

 C. Only praise those who excel. Others will then strive for the same excellence.

 D. Hire good people to start with, because nothing we do NOW will change the motivation of the employees.

More honesty about yourself as a manager:  A serious conflict has arisen among several people in your

department. What do you do?  A. Immediate action is needed. Listen to all sides and then tell

them how you have decided the problem will be solved.

 B. Conflict can be productive, so if the issue does not resolve itself quickly, gather everyone together for a chance to express themselves fully.

 C. Stay out of it. It’s their problem, so why should I get involved?

 D. Try to ease the situation right away by showing everyone that conflict is worthless.

One more managerial truth telling:  Your group is assigned an important task, and you

accidentally gave everyone the wrong instructions. Work is well underway when you realize what you did. Now what?

 A. Admit the mistake and ask everyone to work together to complete the task on time.

 B. At the next meeting, make a joke of the whole thing and pass out correct instructions.

 C. Explain that those with higher ranks issued new guidelines.

 D. Tell the group that they must have misunderstood the directions you gave. Ask them to be better listeners next time.

Let’s see if you can be just as honest about yourself as an employee:  After your manager gives you explicit instructions about how to

do something, you still aren’t clear. What do you do?

 A. You are good at your job, so you decide to just figure it out. There’s probably a better way to do it, anyway.

 B. Asking questions makes you look stupid, so if you have to, you can get help from a coworker.

 C. Your manager would rather have you ask the question than ruin the task, so you ask.

 D. Try to read your manager: if she believes that asking questions shows interest, then ask. If not, pretend you understand and then hit Google.

More employee honesty:  You have BEEF with someone in your group. How do you

handle it?

 A. Try to win the argument. If you give in, the other person will lose respect for you.

 B. Make sure you both get a chance to express yourselves. Honest discussion usually leads to compromise.

 C. Continuing conflict usually leads to unwanted attention. If necessary to end the conflict, give in.

 D. Do your best to smooth over the argument and regain a friendly footing with the person.

Last one!  How important is your supervisor to your individual success?

 A. You are probably just as knowledgeable as your supervisor (give or take a few years of experience), so she/he plays only a minor role.

 B. Without her/him guiding you, you would have NO chance at success.

 C. Success depends on how happy the supervisor is with what you do and how well she/he likes you. If she/he is satisfied, you are successful.

 D. We work as a team. Both of us are equally necessary for success.

Just because I’m curious…

“Most of my responses seemed to suggest that I am a _______ communicator.”

 B. Hidden

 D. Open

 A. Closed

 C. Blind

Now, let’s find out what your style might suggest about you!

Closed Communicators (low disclosure, low feedback seeking):

At their BEST are:  Productive as long as

the environment is free from interpersonal demands

 Seen as reserved

At their WORST are:  Difficult to get to

know

 Unresponsive to the needs of others

 Aloof

Blind Communicators (low in feedback seeking, high in disclosure)

At their BEST are:  Loyal

 Seen as dependable

 Helpful to those who want to learn (as long as the help is appreciated)

 Willing to express their needs and wants

At their WORST are:  Demanding and

impatient

 Quick to punish failure and mistakes

 Often poor listeners

 Unable to handle criticism

Hidden Communicators (low on disclosure, high on feedback seeking):

At their BEST are:  Well liked

 Fun to be around

 Sympathetic listeners

 Working to keep a happy organization

At their WORST are:  Suspicious of others

 Okay with just adequate performance

 Seen as manipulative or disloyal

Open Communicators (high on feedback seeking and disclosure):

At their BEST are:  Flexible

 Okay with criticism

 Careful listeners

 Trusting, friendly, and dependable

 Productive

At their WORST are:  Frustrated by lack of

creative opportunity

 So open that they make others uncomfortable

 Inappropriate

 Impatient

So WHAT? Don’t be ashamed of the kind of communicator you are!

It’s not the end of the world…  Take the full survey (there are more questions): http://

www.wadsworth.com/communication_d/templates/student_resources/053456223X_hamilton/survey/cs/main_frame.htm

 We all use different styles at different times (under stress, in different situations, etc.)

 The test only suggests tendencies…it does not hand down a verdict.

 Think about how to deal with people who have each tendency. If you know you are dealing with an Open, and you are a Hidden, you’ll have a better chance at effective communication if you use the strategies you’ve learned.

It seems like a lot to juggle, but applying your understanding of communication styles to each presentational situation will make you MUCH more effective!

Have a fantastic week! You’re almost done!