1. Communication Style
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

2. Communication Situations
Effective Communication enhances interpersonal relationships, builds trust and teamwork, prevents costly mistakes, motivates and gets things done.
Understanding how you communicate in a situation is the 1st step in improving your communication effectiveness.
In every interpersonal interaction situation, Communication behavior in is a function of two variables:
Concern for self
Concern for others
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

3. Concern for Self Definition:
Willingness to assert your own wants, desires, thoughts, feelings, opinions, or ideas in an interaction,
Extent to which you attempt to get them met or accepted
Another way to describe this variable is “courage to speak up for yourself”.
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

4. Concern for Others Definition:
Willingness to listen to the wants, desires, thoughts, feelings, opinions, or ideas of others involved in the interaction
Extent to which you attempt to meet or satisfy others’ concerns
Another way of describing this variable is “consideration for others”.
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

5. Communication Styles Matrix
Concern for Others
Concern for Self
Low
High
One quadrant represents low concern for self and low concern for others.
Low/Low
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

6. Communication Styles Matrix
Concern for Others
Concern for Self
Low
High
Another quadrant represents low concern for self and high concern for others.
Low/Low
Low/High
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

7. Communication Styles Matrix
Concern for Others
Concern for Self
Low
High
The next quadrant represents high concern for self and low concern for others.
High/Low
Low/Low
Low/High
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

8. Communication Styles Matrix
Concern for Others
Concern for Self
Low
High
The remaining quadrant represents high concern for self and high concern for others.
High/Low
High/High
Low/Low
Low/High
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

9. Communication Styles Matrix
Concern for Others
Concern for Self
Low
High
Each quadrant represents one of four styles.
AGGRESSIVE
COLLABORATIVE
High/Low
High/High
AVOIDING
ACCOMMODATING
Low/Low
Low/High
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

10. Communication Styles Matrix
Concern for Others
Concern for Self
Low
High
Each style’s approach sets up a situation leading to differing results …
and some results are more productive than others.
AGGRESSIVE
COLLABORATIVE
I win/You lose
I win/You win
High/Low
High/High
AVOIDING
ACCOMMODATING
I lose/You lose
I lose/You win
Low/Low
Low/High
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

11. The Avoiding Style May be described as … Characteristics may include …
Unwilling to confront unpleasant issues,
Wanting to keep the peace,
Uncomfortable sharing desires and needs with others,
Passive/aggressive.
Characteristics may include …
Agreeing to requests, but not following through,
Withholding important information,
Withdrawing from a difficult situation,
Speaking softly.
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

12. The Avoiding Style Results may include … Others may respond with …
Not getting own needs met,
Having to explain failure to follow through,
Feeling a lack of control
Others may respond with …
Lack of trust
Frustration
Try these tactics to deal with avoiders:
Reward them for initiating difficult discussions
Set specific due dates
Bring up potential issues before they “fester”
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

13. The Accommodating Style
May be described as …
Sacrificing or overdoing for others,
Letting others have their way without expressing disagreement,
Sidestepping issues,
Unwilling to advocate own desires.
Characteristics may include …
Yielding to another’s point of view when you believe otherwise,
Allowing others to make decisions for them,
Speaking tentatively,
Avoiding discussions about the “real” issue.
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

14. The Accommodating Style
Feeling angry or frustrated for not stating opinions or feelings,
Failing to achieve own goals,
Experiencing resentment,
Giving more than they receive
Others may respond with …
Manipulation, Contempt, Anger, Guilt.
Try these tactics with accommodators:
Clarify that disagreement can help relationships
Encourage assertive behavior from them
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

15. The Aggressive Style May be described as …
Commanding,
Critical,
Controlling,
Uninterested in others’ perspectives.
Characteristics may include …
Attempting to defeat the other person,
Blaming,
Interrupting others,
Using judgmental statements,
Speaking loudly
Talking past the “real” issue.
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

16. The Aggressive Style Results may include … Others may respond with …
Getting what they want at others’ expense
Jeopardizing relationships
Others may respond with …
Humiliation,
Defensiveness,
Vengefulness,
Avoidance of the aggressor
Try these tactics with aggressors:
Use strong assertiveness skills
Plan and practice what to say in advance.
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

17. The Collaborative Style
May be described as …
Focusing equally on what they and others want,
Smoothing rough situations,
Seeking common ground,
Generating creative results,
Easy to work for and with.
Characteristics may include …
Conversational tone and volume,
Focus on the “real” issues,
Concern for feelings and opinions,
Spontaneous responses,
Exploring misunderstanding to find basis for mutual understanding
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

18. The Collaborative Style
Results may include …
Positive feelings about individuals and interactions,
Greater self-confidence and self-control,
Synergy and competitive advantage.
Others may respond with …
Trust and freedom to express opinions and desires,
Feelings of affirmation, positivity about the results
Try these tactics with collaborators:
Assume mutual regard and a positive outcome
Treat them the way they treat you in discussion:
Don’t interrupt, respectfully share feelings and opinions
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

19. Communication Styles
Most people have dominant and supportive communication styles.
If your dominant style is not working, you will likely switch to your supportive style(s) in an attempt to accomplish your objective.
Your current dominant and supportive styles are comfortable because you learned them during childhood.
But your dominant and supportive communication styles may or may not be the best in business settings
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

20. The Collaborative Style
Strong business communicators use a collaborative style. WHY?
Business results are produced with and through others, requiring a Win/Win approach. Therefore …
If your dominant style is not collaborative, you need to adapt interaction strategies to achieve more success with others.
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

21. Build Your Collaborative Style
How can you be more collaborative?
Use respectful vocal tones and phrasing.
Identify areas of confusion, then clarify meaning
Listen Attentively
Do not interrupt others; hear them out.
Listen for meaning and emotion.
Rephrase what you think you’ve heard.
Ask nonthreatening, clarifying questions.
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

22. Build Your Collaborative Style
Communicate nonverbally
Welcoming gestures
Leaning forward
Direct eye contact
Conversational tone
Relaxed posture
Friendly smiles
Remember: How it’s said communicates more than what is said
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

23. Build Your Collaborative Style
Interact openly
Focus on the meaning behind the words.
Be polite.
Keep an open mind.
Tactfully share your perspectives with others.
Visualize being collaborative
Picture collaborative behaviors.
Imagine how it feels to collaborate.
Envision positive results to collaboration.
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

24. Build Your Collaborative Style
Ask for feedback to check progress of collaboration
Set communication development goals
Take assertiveness and listening skills training.
Learn to deal with other cultures.
Continuously work on improvement.
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,

25. Keep Your Eye on the Goal
Concern for Others
Concern for Self
Low
High
AGGRESSIVE
I win/You lose
High/Low
I win/You win
High/High
COLLABORATIVE
AVOIDING
I lose/You lose
Low/Low
I lose/You win
Low/High
ACCOMMODATING
Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield,