Communicating for Results Improving Interpersonal Communication 3 Key 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 Copyright Cengage © 2011

Consider this . . . Positive interpersonal relationships are crucial to the survival of individuals, teams, and organizations. Eisenberg & Goodall, Organizational Communication, 2004, p. 5 Copyright Cengage © 2011

Case Study: AIG Bailout Controversy Read or Describe the case Answer 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

Employee Relations Job Satisfaction Morale Others’ communication needs Relationships have positive affects on the following: Job Satisfaction Morale Others’ communication needs Commitment to & knowledge of the organization Jose Luis Pelaez, Inc./CORBIS Copyright Cengage © 2011

Keys to strong relationships Make expectations clear Use reciprocal nature of relationships Maintain mutual trust and respect Understand communication styles © Jason Harris Copyright Cengage © 2011

Using communication styles Determine personal communication style Understand the strength and weaknesses of each style Learn how to communicate using different styles Copyright Cengage © 2011

Elements of Communication Styles Disclosure Rarely Discloses Feedback Rarely Seeks Feedback Seeks Excessive Feedback Discloses Excessively Copyright Cengage © 2011

Closed Style Productive when allowed to work alone Uncomfortable around people Seldom communicates expectations Motivated by anxiety or fear Avoids conflict Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Closed Copyright Cengage © 2011

Closed 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

Closed 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

The Blind style Seen as authoritarian & demanding Motivated by over self-confidence Usually experienced & knowledgeable Handles conflict by force Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Blind Copyright Cengage © 2011

Blind Communicators best Clear on what you want and where you stand with them Loyal, organized, dependable Helpful to those who want to learn as long as help is appreciated Copyright Cengage © 2011

Blind Communicators worst Unable to delegate effectively Insist in their way; impatient Offer advice and criticism but can’t take it Prefer to be in control at all times Copyright Cengage © 2011

Blind Communicators worst Stifle growth and creativity Expect others to mess things up Punish failure Often poor listeners Copyright Cengage © 2011

Hidden 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 Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Hidden Copyright Cengage © 2011

Hidden Communicators best Well liked and fun to be around Concerned with people Willing to listen Smooth over minor office conflicts Copyright Cengage © 2011

Hidden communicators worst Suspicious of others’ motives Adequate performance accepted Yes people Unable to disclose opinions or ideas that may be rejected Not always loyal Appear to be two-faced Copyright Cengage © 2011

The 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 Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Open Copyright Cengage © 2011

The 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 Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Open Copyright Cengage © 2011

Open communicators best Flexible in meeting needs and using communication styles Give and receive praise and criticism Genuinely like others and listens carefully Trusting, friendly and dependable Productive Empower others through team feedback and decisions Copyright Cengage © 2011

Open 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 uncomfortable Open at inappropriate times Copyright Cengage © 2011

Flexibility of Styles... Use feedback effectively Key to successful communication . . . Use feedback effectively Use disclosure effectively Rarely Discloses Discloses Excessively Rarely Seeks Feedback Seeks Excessive Feedback Open Closed Blind Hidden Copyright Cengage © 2011

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

Effective disclosure Used to develop/maintain relationships Should be mutually shared Should be gradual Involves risk Moderate level of disclosure usually best Copyright Cengage © 2011

Curvilinear Relationship Between satisfaction and disclosure . . . Copyright Cengage © 2011

Types of business conflicts A-Type Occurs when relationships & trust are weak Sidetracks team from issues Creates defensiveness and anger Copyright Cengage © 2011

Types of business conflicts C-Type Occurs when relationships/trust are strong Members willing to debate & disagree Ground rule—”Ideas separate from person” Creates feeling of satisfaction Improves team productivity Copyright Cengage © 2011

Conflict Strategies Copyright Cengage © 2011

Avoiding/Withdrawl Feels 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

Accomodating/Smoothing Higher 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

Compromising Middle-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 everyone Views compromise as a second choice; may communicate in any style (closed, blind, hidden, or open) Copyright Cengage © 2011

Competing/Forcing Views 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

Collaborating/Problem-Solving Gives equal consideration to others and self; values high cooperation and assertiveness. Views conflict as beneficial if handled openly Guides groups through the basic problem-solving procedure Attempts 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

Using Conflict Strategies Avoidance Use when issue trivial, communication skills lacking, losses outweigh gains, time insufficient to reach solution. Avoiding Assertiveness High Low Avoidance Cooperativeness Copyright Cengage © 2011

Using Conflict Strategies Accommodation Use when issue trivial, communication skills lacking, losses outweigh gains, time insufficient to reach solution. Avoiding Assertiveness High Low Avoidance Accommodation Cooperativeness Copyright Cengage © 2011

Using Conflict Strategies Competition Use when immediate decision needed, parties expect & appreciate a show of force, power relationship between parties clear. Avoiding Assertiveness High Low Competition Avoidance Accommodation Cooperativeness Copyright Cengage © 2011

Using Conflict Strategies Compromise Use when both parties stand to gain, ideal solution not required, time is short, temporary solution necessary, & parties are equals. Avoiding Assertiveness High Low Competition Compromise Avoidance Accommodation Cooperativeness Copyright Cengage © 2011

Using Conflict Strategies Collaboration Use when members trained in problem solving, parties have common values & goals, conflict arises from misunderstanding. Avoiding Assertiveness High Low Competition Collaboration Compromise Avoidance Accommodation Cooperativeness Copyright Cengage © 2011

Reaching Consensus Win-lose Lose-lose Win-win --Competition --Compromise --Accommodation --Avoidance Win-win --Collaboration --Consensus © NOVA Development © NOVA Development Copyright Cengage © 2011

Breaking a stalemate Clarify situation Set aside conflicting solutions temporarily Seek new solutions through brainstorming Compare new & original solutions to see which is now “best” © Jason Harris Copyright Cengage © 2011

Dealing with cultural differences Types of cultures Individualistic 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

Individualistic cultures Value 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

Table 3.1 Copyright Cengage © 2011

Collectivistic 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

High-Context Usually collectivistic Messages tend to be brief, indirect & implicit Receivers responsible for meaning Meaning obtained from setting, culture, & nonverbal communication—words of minimal importance Copyright Cengage © 2011

Low-Context cultures Usually individualistic Messages direct, explicit (clearly spelled out) Speakers expected to be organized & responsible for meaning Meaning conveyed by words; nonverbal of minimal importance Copyright Cengage © 2011

Cultural assumptions about conflict Individualistic – Low Context Collectivistic – High 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. 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

Handling 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

Communicating for Results Improving Interpersonal Communication 3 Key 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 Copyright Cengage © 2011