1. Communication II: Creating effective communication

3. Authentic (Full exchange) Manipulative (Objectives not Shared) (planned, Natural (spontaneous) Deliberate thought-out) Self presentation Social influence Motivation Not a lot If you want it, have to design it Relationships 2D Space

4. Communication Tools T-group model Argyris: Model II communication Military model -- Cypress Semiconductor Precision Questioning -- Microsoft Constructive Engagement -- Intel

5. How to move up? Experimenting Opening Owning Not experimenting Not opening Not owning 3,600 34,000

6. Carl Rogers’ Client Centered Approach Began in psychotherapy Goal: Maximize individual potential Assumptions: –Individual has latent resources for authenticity –Others facilitate through listening, empathy, and unconditional positive regard Not skill oriented, more attitude-oriented

7. T-groups in organizations Recreate Rogerian conditions Key processes –Unfreezing habitual routines: silent leader –Self generated change Experiment with new behaviors Practice description not evaluation –Refreezing (reinforce new behaviors in groups)

8. Applications to organizations Is unconditional positive regard possible? Even if individual has potential, does she have knowledge and skill to change? Evidence for effectiveness unclear: –Individual changed but organization has not –Learning cannot be exported –Creating T-group situation is not enough

9. Model II Skills Advocate: State inferences clearly Illustrate: provide data Inquire: check meanings Test: allow refutation Ladder of inferences Observable data Cultural meaning Personal meaning Theories

10. Communication at Cypress Semiconductor Are you on schedule? No. How far off schedule are you? 10 weeks. What is the primary reason for your slip? Design complications. What have you changed in your routine or spec so that this won’t happen again?

11. Cypress Semiconductor Question-driven communication Puts power in hands of questioner Relies on hierarchical structure Value on honesty, integrity, commitment Information is potentially lost Uncomfortable for many organization members

12. Microsoft Precision Questioning Students at the University of Michigan are becoming better writers. Test assumptions and causal reasoning Demands “ego strength” Relies on assessment of credibility Breaks basic rules of conversation and politeness

13. Intel Constructive Engagement –Don’t come to meeting without an opinion –Be prepared to argue for your opinion –Be prepared to change your mind –Be prepared to change the minds of others –May the strongest idea win Counters emphasis on personality or status

14. Summary Tools attempt to maximize authentic exchange of information Emphasize individual reflection, responsibility and accountability Difficult to learn because violate many conversational rules Practice helps counter defensive routines with new communication skills