Communicating for Results 9e 3 Key Ideas Interpersonal communication and organization success Developing and maintaining relationships Communication styles

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.


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


Relationships have positive affects on the followingRelationships have positive affects on the following::

Job SatisfactionMoraleOthers’ communication needsCommitment to & knowledge of the organization

Jose

Luis

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Inc.

/CO

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Keys to strong relationshipsKeys to strong relationships


Make expectations clear

Use reciprocal nature of relationships

Maintain mutual trust and respect

Understand communication styles

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Using communication stylesUsing communication styles

Determine personal communication style

Understand the strength and weaknesses of each style

Learn how to communicate using different styles


Elements of Communication StylesElements of Communication Styles


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


Rarely Discloses


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.


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.


The Blind styleThe Blind style

Seen as authoritarian & demanding Motivated by over self-confidence Usually experienced &

knowledgeable Handles conflict by force


Rarely Discloses



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


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


Blind Communicators worstBlind Communicators worst

Stifle growth and creativityExpect others to mess things upPunish failureOften poor listeners


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


Rarely Discloses



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


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


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



Seeks Excessive FeedbackOpen


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


Rarely Discloses



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


Flexibility of Styles...Flexibility of Styles...

Rarely Discloses



Seeks Excessive FeedbackOpen

Closed

Blind

Hidden

Use feedback effectively

Use disclosure effectively

Key to successful communication . . Key to successful communication . . ..


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


Effective disclosureEffective disclosure

Used to develop/maintain relationships

Should be mutually shared Should be gradual Involves risk Moderate level of disclosure usually

best


Curvilinear RelationshipCurvilinear RelationshipBetween satisfaction and disclosure . . .Between satisfaction and disclosure . . .


Types of business conflictsTypes of business conflictsA-Type

Occurs when relationships & trust are weak

Sidetracks team from issuesCreates defensiveness and anger


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


Conflict StrategiesConflict Strategies


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.


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


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)


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.


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



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.


AvoidingAvoiding

Ass

ertiv

enes

sA

sser

tiven

ess

HighHighLowLow

HighHigh

LowLowAvoidance Accommodation



CompetitiCompetiti

onon


AvoidingAvoiding

Ass

ertiv

enes

sA

sser

tiven

ess

HighHighLowLow

HighHigh


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.



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.


AvoidingAvoiding

Ass

ertiv

enes

sA

sser

tiven

ess

HighHighLowLow

HighHigh


Competition

Compromise



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.


AvoidingAvoiding

Ass

ertiv

enes

sA

sser

tiven

ess

HighHighLowLow

HighHigh


Competition

Compromise

Collaboration


Win-lose--Competition

Lose-lose--Compromise

--Accommodation

--Avoidance

Win-win--Collaboration

--Consensus

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Develo

pm

ent

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Reaching ConsensusReaching Consensus


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”


© Jaso

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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


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


Table 3.1Table 3.1


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


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


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


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.


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


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


Documents

Communicating for Results 9e 3 Key Ideas Interpersonal communication and organization success Developing and maintaining relationships Communication styles