Problem solving and Communication Types Impersonal Written E-mail Interpersonal Talk / Telephone Meeting Informal

Sender Filters Receiver Filters Message Feed Back Sender Filters Semantics Emotions Attitudes Role Expectations Gender Bias Non Verbal Messages Receiver Filters Semantics Emotions Attitudes Role Expectations Gender Bias Non Verbal Messages

Semantics Words do not mean the same Abstract terms give different meanings Reasons may be many Attitude Back ground Experience Culture

Emotions We have no Control on them They cause Bias Content Vs Message Anger causes anger Fight ensues Deal with Emotions

Attitudes Beliefs backed by Emotions Alter the way the message is heard Reasons can be many Voice Accent Gestures Mannerisms Dress Delivery Etc

Roles Boss Customer Employee Position Power One way information Difficult relations

Gender Bias Message twisted Listening Reaction Feedback Different Topics Wavelengths

Non Verbal Messages Body language Consistency Contradiction Eye contact Facial feelings Gestures

In an Organisation We have common Goals Plan, Execute, Evaluate Downward Upward lateral We have common Goals Plan, Execute, Evaluate Men and Material Team and Network Attitude and personality

Problem Solving and Behavior What you do and say cause impressions Inner thoughts are not known Knowing the styles will help!! No style is inferior Dealing is important

Styles Individuals differ Impressions last Both are stable Only small number of styles exist Intuitor, thinker, feeler,and sensor Judgments according to styles

Bias Age discrimination Gender Style bias Other style is uncomfortable Same style is misunderstood Be aware of the style!

Dominance and Sociability Where are we? Which is the ideal place? Which is the ideal style? How do we know?

Your behavior Style Emotive Director Reflective Supportive

Your BEHAVIOUR Style? Take the Indicators and plot your position Let your partner plot your style Compare and identify the style High or Low Dominance High or Low Sociability

Supportive Style • Pays attention • Friendly Thoughtful decisions Attempts to win Agrees with everyone Seeks reassurance No strong stands Apologises a lot

Director Style • Serious • Strong opinions • Indifferent Determined to come out on top Will not admit being wrong Cold and no feelings in dealings Uses dogmatic phrases “never” You Can’t” Talks with airs Looks down on people

Emotive Style • Action oriented • Informal • Persuasive Expresses highly emotional pinions Outspoken Can be offensive also seems unwilling to listen to others’ views Exaggerated gestures and facial expressions

Reflective Style Formal and controlled Quiet and aloof systematic Tends to avoid taking decisions Seems overly interested in details Very still and formal in dealing with others Avoids displaying emotions

To the Emotive Style Build social and business relationships Display interest in other’s ideas, interests and experiences Don’t stress on details Go for fast inspirational talk

To the Director Style Be specific, brief and to the point Use time effectively Present the facts logically Be prepared to face questions Disagree with the issue not the person

To the Reflective Style Be well organised Systematic approach to life Be straight forward Get to business quickly Be accurate and realistic with information

To the Supportive Style Show interest in the person Draw out views and goals Listen and respond to the needs Present views in quiet manner No pushing