Respectful Communication
Module Overview
Purpose
To demonstrate the essential role of communication in creating a positive work
culture.
Learning Objectives
Through lecture, discussion and activities, participants will be able to:

Identify elements of the communication process

Identify potential barriers to effective communication

Identify active listening responses

Identify your communication style
Agenda
I.
II.
III.
IV.
V.
VI.
Welcome
Communication process
Communication Barriers
Communication Facts
Communication Styles
Wrap-up
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Respectful Communication
Communication
The Strategic Communication Model
Acknowledge emotion
Encourage
Acknowledge Ideas
Question
Inform
Direct
Critical
Feedback
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Respectful Communication
Interpersonal Communication
Purpose:
To introduce the elements of communication
Activity:
1. Form Pairs
2. One person will be the speaker; the other person will be the listener
3. The listener will attempt to draw the object and guess what it is based on the
description
4. Class debrief
Limit: 10 minutes – activity
10 minutes - discussion
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Respectful Communication
Barriers to Sending and Receiving a Clear Message




Filters
Noise
Body Language
Triggers
What is a Filter?
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Body Language
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Respectful Communication
Communicating Through it All!
Interests
Expectations
Values
Emotions
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Filters: Emotional Trigger Words
Read each subject listed below and record the type and level of your response to it.
Subject
Positive/Neutral/Negative
Level of Response
Low
High
Cell Phones
POS
NEU
NEG
1
2
3
4
5
Conflict
POS
NEU
NEG
1
2
3
4
5
Accountability
POS
NEU
NEG
1
2
3
4
5
Change
POS
NEU
NEG
1
2
3
4
5
Ohio State
POS
NEU
NEG
1
2
3
4
5
Micromanagement
POS
NEU
NEG
1
2
3
4
5
Exercise
POS
NEU
NEG
1
2
3
4
5
E-Mail
POS
NEU
NEG
1
2
3
4
5
Meetings
POS
NEU
NEG
1
2
3
4
5
Snow
POS
NEU
NEG
1
2
3
4
5
Reflection: List those issues that create strong emotional responses for you that prevent you
from listening:
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Respectful Communication
Filters: Emotional Trigger Words
These are topics or behaviors that can bring about a strong emotional, even physical response
that prevents an individual from objectively looking at the facts and circumstances of a
situation or viewpoint from another.
Emotions are a natural survival mechanism built into our bodies to help cope or manage
situations. Unfortunately it can be overused as a coping technique and viewed as
uncontrollable.
The good news is emotions are controllable and controlling them is a learned skill.
“Emotionally intelligent” individuals take steps to manage and control their emotional
responses by raising their awareness and ability to deal with their own feelings and those of
others.
Individuals who can do this are at a huge advantage in any domain of their life. Research thus
far has found that these individuals are more likely to be content and effective in their lives and
more productive.
Individuals who have not learned to control their emotions sabotage their ability to keep clear,
objective thoughts and stay focused on their work.
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Respectful Communication
Listening
When we listen with our:
- Ears
We listen for:
- Content
-
Eyes
- Body Language/Non-verbals
-
Heart
- Emotion
Listening is 40% skill and 60% ___________
Speaking Rate = 125 words per minute
Listening Rate = __________________
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Respectful Communication
Communication Style Assessment
Straight Talk
Objectives:

To understand your behavioral tendencies at work and begin to understand how your
style may affect others

To understand, respect, appreciate, and value individual differences

To develop strategies for flexing your communication style and working more
productively with others
Straight Talk is a suite of skills that raises the quality of communication for both people and
teams. Straight Talk focuses on styles of communicating. Research has shown that people have
four different ways of seeing the world and thus four different ways of communicating and
relating. Each style has its own approach to leadership, problem solving, decision making,
management, and conflict resolution. Armed with an understanding of these styles, people can
improve their interactions very quickly.
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Directors
Dictator / Initiator / Explorer / Persuader
-
Get the job done!
Efficient
Talks about ACTION
Quick to make decisions
Doer vs. listener
-
Focused on goals
Bottom-line oriented
Risk-taker
May appear insensitive
Expressors
Charmer / Entertainer / Diplomat / Socializer
-
Express them selves
Talk about IDEAS
Talkers
Animated, gesture
Entertaining
Simultaneous ideas
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-
Think aloud
Take chances
Sensitive to others
Difficulty focusing and listening
May be dis-organized
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Harmonizers
Counselor / Nurturer / Pleaser / Provider
-
Good listener
Steady and dependable
Caregivers and healers
Speak warmly of others
Attuned to people’s feelings
Focused on the group
Team Player
Avoid conflict
May take on too much
Thinkers
Investigator / Organizer / Supporter / Analyzer
-
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Solve problems
Details
Focus on “getting things done right”
Ask a lot of questions
-
Focused on problems
Cautious
Underestimate time
May miss a deadline
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Adapting Your Communication Style and Strategies
Builds Relationships
Strategic communicators learn to adapt their communication style based on an assessment of
the communication style of the person they are communicating with. If your secondary
communication style matches the other person’s communication style, adapting is relatively
easy. When neither your dominant or secondary styles are a match, you will need to think
more strategically on how to approach communication with the other person. Before
communicating, actively consider how you can best connect with the other person’s dominant
communication style.
Speaking to Directors
Speaking to Expressers
- Avoid “small talk”; adopt a serious tone
- Avoid details; give information focused
on the results or the “bottom-line”
- Keep conversations, meetings, e-mails
and other communication succinct
- Assert your own ideas and be willing to
argue for your position
- Don’t wait for them to invite feedback
- Don’t misinterpret a Director’s abruptness
as a sign of disrespect or disinterest
- Ask questions about the Expresser’s ideas
- Show that you understand their feelings and
talk about your own feelings
- Let yourself “think aloud” and build off the
Expresser’s creative ideas
- Use gestures, vocal pitch and volume to
show
your enthusiasm
- Allow time for Expressers to have fun with
their ideas
- Don’t be offended by interruptions
Speaking to Thinkers
Speaking to Harmonizers
- Be precise in giving information
- Focus on using data and logical analysis to
solve problems
- Take time to review each point carefully
- Ask questions and solicit advice
- Keep a moderate tone and body language
- Allow Thinkers to pause and even be silent
- Don’t be offended by the Thinker’s
questions about details and support
- Slow the pace of the conversation and speak
calmly and quietly
- Make Harmonizers feel comfortable by
engaging in some “small talk”
- Ask questions to encourage them to express
thoughts and feelings
- Avoid talking about conflicts, expressing
negative comments or saying “no”
- Don’t misinterpret a Harmonizer’s silence as
disinterest or incompetence
Modified from Straight Talk by Eric F. Douglas. Copyright 1998 by Davies-Black Publishing an imprint of Consulting
Psychologists Press Inc., Palo Alto, CA 94303
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Exploring Your Communication Style
Purpose
To learn more about your communication style with others of similar style and to
share your findings with the class.
Agenda
Limit
14
1)
Divide into the four quadrant groups
2)
Complete Reviewing My Communication Style questions 1-4 on the next
page
3)
Discuss your strengths as a communicator
4)
Summarize your groups’ top five
5)
Discuss how you can “flex” to communicate more effectively with the
other quadrants (refer to page 7 for suggestions):
6)
Report to large group
40 minutes
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Respectful Communication
Reviewing My Communication Style
1.
Record three of your strengths as a supervisor and how they help you on your job.
2.
Record one or two of your limitations as a supervisor and how they hinder your job
effectiveness.
3.
Record two or three things that motivate you at work.
4.
Record one thing you could do at work to be more effective.
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