1. Exploring Interpersonal Communication

2. First Impressions Perception Schemata Three basic patterns
how we process and interpret cues from a person’s outward appearance, voice, and language usage.
Schemata
mental patterns that “help us identify and organize incoming information.”
Three basic patterns
person prototypes
personal constructs
scripts

3. Expectations and Boundaries
Informational peers
+/- equal level of status
Low level of trust and disclosure
Little to no expectation for feedback or support
Collegial peers
Moderate level of trust and disclosure
Moderate expectation for feedback or support
Special peers
High level of trust and disclosure
High expectation for feedback or support

4. Organizational Boundaries
Rules
Assumptions and formal pronouncements about proper communication among employees
Policies
Explicitly developed guidelines regarding conduct in the workplace
Cultures
Evolved standards for communication practices
May be unique to the organization
Must be acquired through observation and experience

6. Behaving Ethically Trust each other Treat each other with respect
Recognize the value of each individual
Keep your word
do what you say you will do
Tell the truth
Act with integrity
Be open to change
Risk failing in order to improve
Learn and try new ideas

7. Strategic Messages
Creating messages that reflect self, other and context involves these concepts:
Equity
Self disclosure and risk taking
Feedback
Dialectics
Dialogue
Conflict resolution

8. Equity
The principle that we should be treated fairly by others and treat others fairly
Four key assumptions
People work for rewards
People seek equity
People become stressed when they feel they are being treated unfairly
People experiencing stress will try to restore equity

9. Self-Disclosure and Risk Taking
People expect equity in self-disclosure and risk-taking.
Disclosure and risk have commodity value in the workplace.
Principles of self-disclosure and risk-taking:
If I offer disclosures about myself, I expect you to offer disclosures about yourself.
If I take risks in our relationship, I am encouraging you to take risks in our relationship.

10. Feedback
Providing others with an evaluation of the effectiveness of their actions.
Five rules for giving feedback:
own your message
avoid apologizing for your feelings
make your message specific and behavioral
ensure that your verbal and nonverbal behaviors support each other
avoid evaluating and interpreting your communication partner unless he/she asks you to do so

11. Dialectics
Refers to the interaction of two arguments that are by nature oppositional.
Three primary sources of relational dialectics:
autonomy-togetherness
novelty-predictability
expressive-protective

12. Dialogue
Communication that focuses on mutuality and relational growth rather than on self-interest.
Ways to create dialogue in organizations
focus on mutuality
discover rather than disclose
be more interested in access than domination

13. Conflict
The feelings or perceptions of imbalance that arise in a relational setting.
Behaviors to avoid in a conflict situation:
withdrawing
accommodating
compromising
avoiding or postponing

14. Cultural Differences Individualist cultures Collectivist cultures,
revere the individual person
value democratic relationships and are
less influenced by status or hierarchy when dealing with others.
Collectivist cultures,
revere the common good over self-interest,
value group and family identity over individual achievement,
tend to respect vertical status hierarchies.

15. Gender Differences
Orient yourself to the differences in men and women’s communication style.
Report-building
Rapport-building
Avoid stereotyping.
Be flexible.