Communicating for
Results
9e
3
Improving Interpersonal
Communication
Key Ideas
•Interpersonal communication
and organization success
•Developing and maintaining
relationships
•Communication styles and
business relationships
•Tips for relating with people of
different styles
•Managing conflicts in business
relationships
Copyright Cengage © 2011
1
Consider this . . .
Positive interpersonal relationships
are crucial to the survival of
individuals, teams, and
organizations.
Eisenberg & Goodall, Organizational Communication, 2004, p. 5
Copyright Cengage © 2011
2
Case Study: AIG Bailout Controversy
Read or Describe the case
Answer the following questions:
What is the main problem that triggered the
controversy?
What four communication styles fits DeSantis
based on his letter?
Why did DeSantis choose
this method?
Copyright Cengage © 2011
3
Employee Relations
Relationships have positive affects on the following:
Job Satisfaction
Morale
Others’ communication needs
Jose Luis Pelaez, Inc./CORBIS
Commitment to & knowledge of
the organization
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Keys to strong relationships
 Make expectations clear
 Use reciprocal nature of relationships
 Maintain mutual trust and respect
© Jason Harris
 Understand communication styles
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Using communication styles
Determine personal communication style
Understand the strength and weaknesses
of each style
Learn how to communicate using
different styles
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Elements of Communication Styles
Disclosure
Rarely Discloses
Feedback
Rarely Seeks
Feedback
Seeks Excessive
Feedback
Discloses Excessively
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Closed Style
 Productive when allowed to work alone
 Uncomfortable around people
 Seldom communicates expectations
 Motivated by anxiety or fear Rarely Discloses
 Avoids conflict
Rarely Seeks
Feedback
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Closed
Discloses Excessively
Seeks
Excessive
Feedback
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Closed Communicators at their best
Productive as long as they can work in an
environment free of interpersonal
demands.
Seen as reserved.
Considered similar to the laissez-faire
leader, who lets employees do whatever
they want.
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Closed Communicators at their worst
Low productivity due to spending energy
looking for security
Difficult to get to know
Unresponsive to needs of others.
Thought to be aloof and
noncommunicative.
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The Blind style
 Seen as authoritarian & demanding
 Motivated by over self-confidence
 Usually experienced & knowledgeable
 Handles conflict by force Rarely Discloses
Rarely Seeks
Feedback
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Blind
Discloses Excessively
Seeks
Excessive
Feedback
11
Blind Communicators best
Clear on what you want and where you
stand with them
Loyal, organized, dependable
Helpful to those who want to learn as
long as help is appreciated
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Blind Communicators worst
Unable to delegate effectively
Insist in their way; impatient
Offer advice and criticism but can’t take it
Prefer to be in control at all times
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Blind Communicators worst
Stifle growth and creativity
Expect others to mess things up
Punish failure
Often poor listeners
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Hidden communicators
 Prefers a social environment
 Motivated by mistrust or need to please
 Discloses only positive expectations or
Rarely Discloses
opinions
 Smoothes over conflict
 Good listener
Rarely
Seeks
Feedback
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Hidden
Discloses
Excessively
Seeks
Excessive
Feedback
15
Hidden Communicators best
Well liked and fun to be around
Concerned with people
Willing to listen
Smooth over minor office conflicts
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Hidden communicators worst
Suspicious of others’ motives
Adequate performance accepted
Yes people
Unable to disclose opinions or ideas that
may be rejected
Not always loyal
Appear to be two-faced
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The Open Communicator
Seen as a team communicator
Motivated by confidence & like of people
Often too open and/or too open too soon
Uses problem-solving to handle conflict
Communicates expectations
Rarely
Seeks
Feedback
Rarely Discloses
Open
Seeks
Excessive
Feedback
Discloses Excessively
Copyright Cengage © 2011
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The open communicator
 Seen as a team communicator
 Motivated by confidence & like of people
 Often too open and/or too open too soon
 Uses problem-solving to handle conflict
 Communicates expectations Rarely Discloses
Rarely
Seeks
Feedback
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Open
Discloses
Excessively
Seeks
Excessive
Feedback
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Open communicators best
Flexible in meeting needs and using
communication styles
Give and receive praise and criticism
Genuinely like others and listens carefully
Trusting, friendly and dependable
Productive
Empower others through team feedback
and decisions
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Open communicators worst
Seen as ineffective managers by blind
managers
Frustrated by lack of creative
opportunities under non-open bosses
Impatient with time needed to
complement organizational changes
So open others are uncomfortable
Open at inappropriate times
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Flexibility of Styles...
Key to successful communication . . .
 Use feedback effectively
 Use disclosure effectively
Rarely Discloses
Rarely Seeks
Feedback
Closed
Blind
Hidden
Open
Discloses Excessively
Copyright Cengage © 2011
Seeks
Excessive
Feedback
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Using feedback
 Is directed toward behavior (not person)
 Uses descriptive language (not
evaluative)
 Involves sharing (not giving advice)
 Includes limited information
 Is immediate & well-timed
 Allows for face-saving
Copyright Cengage © 2011
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Effective disclosure
 Used to develop/maintain relationships
 Should be mutually shared
 Should be gradual
 Involves risk
 Moderate level of disclosure usually best
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Curvilinear Relationship
Between satisfaction and disclosure . . .
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Types of business conflicts
A-Type
Occurs when relationships & trust are
weak
Sidetracks team from issues
Creates defensiveness and anger
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Types of business conflicts
C-Type
Occurs when relationships/trust are strong
Members willing to debate & disagree
Ground rule—”Ideas separate from person”
Creates feeling of satisfaction
Improves team productivity
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Conflict Strategies
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Avoiding/Withdrawl
Feels little concern for others self; places low
value on assertiveness and cooperation.
Maintains neutrality at all costs; conflict is a
worthless and punishing experience.
Removes self either physically or mentally from
groups experiencing conflict; stays away from
situations that produce conflict.
Tends to communicate in the closed style.
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Accomodating/Smoothing
Higher concern for others than self and; values
cooperation over assertiveness.
Views open conflict as destructive; gives in to
the will of others when necessary.
Surface harmony is important to maintain good
relationships and receive personal acceptance;
tries to smooth over or ignore conflicts to keep
everyone happy.
Tends to communicate in the hidden style
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Compromising
Middle-of-the-road stance on assertiveness and
cooperation—a high-quality solution is not as
important as a workable or agreeable solution.
Conflict solvable but uses voting and other
methods of compromise to avoid direct
confrontation.
Tries to find a solution suitable to everyone
Views compromise as a second choice; may
communicate in any style (closed, blind, hidden,
or open)
Copyright Cengage © 2011
31
Competing/Forcing
Views personal goals as much more important
than the goals of others; therefore, values
assertiveness (even force when necessary) over
cooperation.
Conflict is a win-lose situation or contest of
power; compromise is not acceptable.
Great respect for power and will submit to
arbitration only because the arbitrator’s power is
greater.
Tends to communicate in the blind style.
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32
Collaborating/Problem-Solving
Gives equal consideration to others and self;
values high cooperation and assertiveness.
Views conflict as beneficial if handled openly
Guides groups through the basic problemsolving procedure
Attempts to reach a consensus; willing to spend
a great deal of time and effort to achieve
consensus.
Tends to communicate in the open style.
Copyright Cengage © 2011
33
Using Conflict Strategies
Avoidance
Use when issue trivial, communication skills lacking, losses outweigh
gains, time insufficient to reach solution.
Assertiveness
High
Avoidance
Avoiding
Low
Low
Cooperativeness
Copyright Cengage © 2011
High
34
Using Conflict Strategies
Accommodation
Use when issue trivial, communication skills lacking, losses outweigh
gains, time insufficient to reach solution.
Assertiveness
High
Avoidance
Avoiding
Low
Low
Accommodation
Cooperativeness
Copyright Cengage © 2011
High
35
Using Conflict Strategies
Competition
Use when immediate decision needed, parties expect &
appreciate a show of force, power relationship between parties clear.
Competition
Assertiveness
High
Avoidance
Avoiding
Low
Low
Accommodation
Cooperativeness
Copyright Cengage © 2011
High
36
Using Conflict Strategies
Compromise
Use when both parties stand to gain, ideal solution not required,
time is short, temporary solution necessary, & parties are equals.
Competition
Assertiveness
High
Compromise
Avoidance
Avoiding
Low
Low
Accommodation
Cooperativeness
Copyright Cengage © 2011
High
37
Using Conflict Strategies
Collaboration
Use when members trained in problem solving, parties have
common values & goals, conflict arises from misunderstanding.
Collaboration
Competition
Assertiveness
High
Compromise
Avoidance
Avoiding
Low
Low
Accommodation
Cooperativeness
Copyright Cengage © 2011
High
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Reaching Consensus
Win-lose
Lose-lose
--Compromise
© NOVA Development
--Competition
--Accommodation
--Avoidance
--Collaboration
--Consensus
Copyright Cengage © 2011
© NOVA Development
Win-win
39
Breaking a stalemate
© Jason Harris
 Clarify situation
 Set aside conflicting solutions temporarily
 Seek new solutions through
brainstorming
 Compare new & original solutions to see
which is now “best”
Copyright Cengage © 2011
40
Dealing with cultural differences
Types of cultures
Individualistic cultures (Western cultures)
Collectivistic cultures (asian cultures)
Issues arise due to differences in values
Conflicts also cause by a culture’s view of
message content
Copyright Cengage © 2011
41
Individualistic cultures
Value individual rights over group
identity
Value problem-solving over relationships
Value autonomy, assertiveness &
democracy
Prefer competing strategies to solving
problems (although will use collaborating
& compromising
Copyright Cengage © 2011
42
Table 3.1
Copyright Cengage © 2011
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Collectivistic cultures
Value group membership, obligations &
goals over individual rights
Value relationships over problem solving
Value empathy& listening
Prefer avoiding & accommodating
strategies to preserve friendships & save
face
Copyright Cengage © 2011
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High-Context
Usually collectivistic
Messages tend to be brief, indirect &
implicit
Receivers responsible for meaning
Meaning obtained from setting, culture,
& nonverbal communication—words of
minimal importance
Copyright Cengage © 2011
45
Low-Context cultures
Usually individualistic
Messages direct, explicit (clearly spelled
out)
Speakers expected to be organized &
responsible for meaning
Meaning conveyed by words; nonverbal
of minimal importance
Copyright Cengage © 2011
46
Cultural assumptions about conflict
Individualistic – Low Context
Collectivistic – High Context
• Conflict viewed from
“problem-solving” model.
• Conflict can be functional or
dysfunctional.
• Conflict is dysfunctional
when not confronted openly.
• Conflict is functional &
exciting when it provides
open opportunity to solve
problems.
• Contextual & relational issues
should be handled separately.
• Conflict should be handled
openly and directly.
• Conflict viewed from “face
maintenance” model.
• Conflict is mainly
dysfunctional.
• Conflict shows lack of selfdiscipline and emotional
immaturity—is cause for
embarrassment and distress.
• Conflict, when forced upon
one, provides testing ground
for skillful facework
• Contextual & relational face
issues are intertwined.
• Conflict should be handled
discreetly and subtly.
Copyright Cengage © 2011
47
Handling intercultural conflict
 Remember—there’s more than one
reason-able position in a conflict
 Look for the “trigger” to the conflict
 Use storytelling to talk about conflict
 Use a neutral third party to mediate
Copyright Cengage © 2011
48
Communicating for
Results
9e
3
Improving Interpersonal
Communication
Key Ideas
•Interpersonal communication
and organization success
•Developing and maintaining
relationships
•Communication styles and
business relationships
•Tips for relating with people of
different styles
•Managing conflicts in business
relationships
Copyright Cengage © 2011
49