1 Institute for systemic consulting, Wiesloch (Germany) Communication models

2 Model of „mechanical “ communication Sender A Receiver B Channel

3 Institute for systemic consulting, Wiesloch (Germany) The cultural encounter model of communication

4 Model of communication as cultural encounter Commu- nication/ encounter Reality of person or system A Reality of person or system B

5 Implications of the cultural encounter model 1.describes communication as encounter of cultures (personal, professional, regional, etc.) 2.does not assume, that mutual understanding is normal 3.each communicator involved is predominantly orientated to his/her own reality 4.necessary to study the realities of the sender and of the recipient 5.assumes, that creating shared reality is a necessary extra effort

6 Encounter levels of communication

7 Roots and transformations 1.based on Schiff et al.1975 (discount levels) 2.problems usually appear on level 4 but are due to mismatching on level changes in Schiffs terminology in order to describe relationships between equals 4.shows different levels of shared frame of references, which build up into shared realities

8 Institute for systemic consulting, Wiesloch (Germany) The dialog-model of communication

9 Dialog-model of communication

10 The dialog-model of communication 1.refers to the intuition concepts of Berne, Jung and Erickson, 2.shows, how methodical and intuitive levels of communication together contribute to co-creative realities, 3.professional competence and organizational culture depend on focussed dialogs between these spheres. 4.Analytical and methodological processes on the surface in dialog with intuitive, creative, meaningful background forces set the stage for personal and professional self-guidance and for performance and vitality in complex organizations.

11 „narrative “ dimensions of who or what meets in the dialog? Behavior Attitudes Personal myths Myths +traditions from other backgrounds

12 Foreground  > Background are observers categories 1.What is considered as foreground / in which context? 2.clinical TA: psychological and developmental background (motivation, reenacting, biography) 3.organizational work: needs more dimensions of reality like organizational roles, structures, market dynamics, technical and economical criteria in shaping processes ( content and context ) 4.others: meeting of society forces of all kind (e.g. milieu)

13 The challenge 1.not habitually bringing background to the foreground 2.create and take care of useful foreground communication 3.in accordance and/or dialog with helpful backgrounds 4.sensible for background forces at work 5.leave room for what is creating itself intuitively 6.meta-communication if necessary