Interpersonal Communication in the Workplace Based on Chapter 7, Goodall and Goodall Lynne Dahmen...

Interpersonal Communication in the Workplace

Based on Chapter 7, Goodall and Goodall

Lynne Dahmen

COM 2301: Advanced Speech

How do we make first impressions?

Perceptions (appearance, voice, language use)

SchemataPerson PrototypesPersonql ConstructsScripts/phatic communication

Making Positive Impressions

Eye contact, smile, handshake Clear speech Proper titles/names Make efforts to remember names (and use the

name) Respond clearly Be positive Be pleasant Be aware of appropriate social distance Don’t prolong conversations

Types of Peer Relationships

Information peersCollegial peersSpecial peers

What limits work relationships?

RulesPoliciesCultures

N. American Ethical Standards

Trust Respect Value the individual Keep your word Honesty

Integrity Open to change Take risks Be creative

Self-Disclosure

Is it socially/culturally appropriate?Is there an expectation of reciprocity?Is this person trustworthy?Is this information ok for public

consumption?Is it about/involve a third party?

Rules for Giving Feedback

Own your opinionsDon’t apologizeBe specificTarget behaviorsNon verbal should reinforce the verbalAvoid offering unsolicited feedback

Dialectics for Communication

Autonomy-togethernessNovelty—predictabilityExpressive-protective

Ways to Promote Dialogue

Focus on mutualityDiscover rather than discloseBe more interested in access than in

domination

Kellett (1999)

Approaches to Avoiding Conflict

WithdrawingAccommodatingCompromisingAvoiding/postponing

Strategies for Managing Conflict

Win-lose methods Competition Withdrawal Avoidance

Lose-lose methods Compromise Smoothing Accommodation

Win-win method Confrontation--

problem solving Collaboration

Partial win-partial lose Compromise

Questions to Ask About Conflict

Where does the conflict come from?How is it being managed?How are other people reacting?How does it affect the organization?Does it appear in other places in the

organization?

(Kellett and Dalton, 2001)

Sample Progression of Conflict

First meeting: We could always get along without a leader.

Second meeting: Absences in meetings Third meeting: Lateness Fourth meeting: Tension Group divides…. What next?

Myths about Conflict

Conflict is harmfulConflict should be avoidedConflict represents a misunderstanding

or breakdown in communicationConflicts can be resolved through

discussion

Functions of Conflict

Increases involvementProvides an outlet for hostilityPromotes cohesivenessIncreases group productivityIncreases the chance of genuine

commitment

Conflict can avoid groupthink…

Overestimation of power and/or morality of group

Group becomes close-mindedGroup experiences pressure to conform

Substantive conflict

Opposition of ideas Focus on content ‘opinion deviates’ Increases interaction

Affective conflictEmotionalInterpersonalOften over

personal needs or perceptions

Minimizes interaction

Types of Conflict

What are some examples of

affective versus

substantive conflicts?

Dysfunctional Management Strategies

Do not say “communicate more” Do not say “cooperate more.” Do not blame the other person

or the group. Do not be too general Do not attack the other person or persons Do not avoid conflict Do not extend conversation

Managing Interpersonal Conflict

Talk with other members of the group to confirm your perceptions and conclusions.

Make a list of the specific behaviors you have observed as being disruptive.

Have some tentative suggestions in mind to present if needed.

Be prepared to listen carefully to the other person’s view.

Be prepared to use supportive communication behaviors.

Attempt to integrate the view of others when possible.

Confrontation in Groups

Be sure you want to confront Put some time between the conflict moment and your

decision making. Examine the situation from all relevant points of view Determine whether or not confrontation is appropriate for

a commonsense perspective. Set your goals Select the right channel Set the time of the confrontation carefully Choose the location and setting carefully Stay in the present tense Personalize the confrontation Be supportive

Reaching Conclusions

Compromise Pseudo-consensus Seek commitment to goal

Majority vote Consider extending time Can lead to resentment Make sure minority view is heard

Arbitration Seek neutral party, better outside group

Culture in the Communication Process

Language Differences

Social rules for communication patterns

Process of thought Non-verbal

behaviors Concepts of time

Cultural Influences on Decoding

Cultural filters- ways we see the world through our own culture influences our interpretation of messages

Ethnocentrism—influences how we judge or accept others as either similar or like ourselves

Stereotypes--generalizations about people, particularly about their underlying psychological characteristics or personality traits

Characteristics of Intracultural Communication

Communicators share the same ground rules

Share cultural and NV codesImplies judgments about the ‘proper’

socialization of the other personSimilar processes in encoding &

decoding messagesCan lead to negative stereotypes

Characteristics of Intercultural Communication

Dissimilar encoding/decoding practices

Ambiguity concerning ground rules for communication

Miscommunication can occur on nonverbal level

Increased conflict

Cultural Divides: Low vs. High Context Cultures

Meaning in message Speaker responsibility

for comprehension Explicit Details in message

Meaning in context Listener responsibility

for comprehension Implicit Details in context

Cross-cultural Stumbling Blocks

1. Assumptions of similarities

2. Language differences

3. Nonverbal misinterpretations

4. Preconceptions and stereotypes

5. Tendency to evaluate

6. High anxiety or tension

Skills to Improve Communication

Assume difference until similarity is provenTake responsibility for communicationWithhold judgmentShow respectEmpathizeTolerate ambiguityLook beyond the superficialBe flexible in your conclusions

Skills (continued)

Be patient and persistentRecognize your own cultural biasesBe flexibleEmphasize common groundSend clear messagesIncrease your cultural sensitivityDeal with the individualLearn when to be direct

Intercultural Communication Competence

Describes ability to communicate effectively in intercultural contexts

Can be associated with various factors

Other Differences to Consider in Business:

Recognition of timeDecision making strategiesEthical and legal behaviorCorporate Cultural differencePersonal spaceRelationship between social and

professional lives

Tips for Oral Communication

Look for feedback Eliminate ambient distractions Rephrase ideas as needed Use repetition and examples Don’t ‘talk down’ to the other person Use accurate language Listen carefully and patiently Clarify expectations post-discussion