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BA 15 Chapter 3
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BA 15 Chapter 3
BA 15 Chapter 3
BA 15 Chapter 3
BA 15 Chapter 3
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BA 15 Chapter 3
BA 15 Chapter 3
BA 15 Chapter 3
BA 15 Chapter 3
BA 15 Chapter 3
BA 15 Chapter 3
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BA 15 Chapter 3
BA 15 Chapter 3
BA 15 Chapter 3
BA 15 Chapter 3
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BA 15 Chapter 3
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BA 15 Chapter 3

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Understanding Your Communication Style

Understanding Your Communication Style

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  1. Chapter Three Understanding Your Communication Style
  2. Chapter Preview: Understanding Your Communication Style <ul><li>Style bias and its effect on interpersonal relations </li></ul><ul><li>Benefits of understanding communication styles </li></ul><ul><li>Elements of communication style model </li></ul><ul><li>Identifying preferred style </li></ul><ul><li>Style flexing </li></ul>
  3. Communication Style <ul><li>Communication style—patterns of behavior that others can observe </li></ul><ul><li>Understanding your style…. </li></ul><ul><ul><li>achieve greater self-awareness </li></ul></ul><ul><ul><li>develop more effective interpersonal relations </li></ul></ul><ul><ul><li>greater sensitivity to and tolerance for others’ styles </li></ul></ul><ul><ul><li>essential for managing key relationships </li></ul></ul><ul><ul><li>self others member of a group </li></ul></ul>
  4. Fundamental Concepts <ul><li>Individual differences exist and are important </li></ul><ul><ul><li>i.e., gestures, assertiveness, expression </li></ul></ul><ul><ul><li>each person has unique style </li></ul></ul><ul><ul><li>identify by careful observation </li></ul></ul><ul><li>Differences tend to be stable </li></ul><ul><ul><li>Jung’s Psychological Types </li></ul></ul><ul><ul><li>born with disposition that is exercised and developed over least preferred preferences </li></ul></ul>
  5. Fundamental Concepts <ul><li>Four basic styles </li></ul><ul><ul><li>Intuitor, thinker, feeler, and sensor </li></ul></ul><ul><ul><li>Similar characteristics within style </li></ul></ul><ul><li>Style is a way of thinking and behaving </li></ul><ul><ul><li>Not an ability </li></ul></ul><ul><ul><li>Is a preferred way of using abilities or style </li></ul></ul>
  6. Fundamental Concepts <ul><li>Productive relationships are developed by being in sync with others </li></ul><ul><ul><li>Important advantage when understanding others’ </li></ul></ul><ul><ul><li>Adapting is style flexing </li></ul></ul>
  7. Communication Style Bias <ul><li>A common form of prejudice </li></ul><ul><li>More likely when styles differ </li></ul><ul><li>What can you do? </li></ul><ul><ul><li>Develop an awareness of your own style </li></ul></ul><ul><ul><li>Learn to assess the style of others </li></ul></ul><ul><ul><li>Learn to adapt your own style to theirs </li></ul></ul><ul><ul><li>“Speaking the other person’s language” is essential for relationship skills </li></ul></ul>
  8. Total Person Insight <ul><li>Everyone has had the experience of saying or doing something that was perfectly acceptable to a friend or coworker and then being surprised when the same behavior irritated someone else. </li></ul><ul><li>David W. Merrill and Roger H. Reid </li></ul><ul><li>Personal Styles and Effective Performance </li></ul>
  9. Communication Style Model <ul><li>Two important dimensions of style: </li></ul><ul><ul><li>Dominance </li></ul></ul><ul><ul><li>Sociability </li></ul></ul><ul><li>Dominance </li></ul><ul><ul><li>The tendency to display a “take-charge” attitude </li></ul></ul><ul><ul><li>an important dimension in interpersonal relationships </li></ul></ul><ul><li>Everyone falls somewhere on the dominance continuum </li></ul>
  10. The Dominance Continuum <ul><li>• more cooperative • give advice freely </li></ul><ul><li>• eager to assist others • initiate demands </li></ul><ul><li>• less assertive • more assertive </li></ul><ul><li>• more willingly controlled • seek control </li></ul>Figure 3.1 Dominance Continuum
  11. Determining Your Preferred Style <ul><li>Identify yourself on the dominance continuum </li></ul><ul><li>Ask four or five people who know you well to identify you on the continuum </li></ul><ul><li>No best place to be </li></ul><ul><li>Successful people can be found on all points </li></ul><ul><li>Both ends are necessary and important at times </li></ul>
  12. Figure 3.2 Dominance Indicator Form
  13. Figure 3.2 Dominance Indicator Form (continued)
  14. Figure 3.2 Dominance Indicator Form (continued)
  15. Flexibility Is Important <ul><li>Low on dominance </li></ul><ul><ul><li>more assertive temporarily to achieve an objective </li></ul></ul><ul><ul><li>learn to be responsive without giving up convictions </li></ul></ul><ul><li>High on dominance </li></ul><ul><ul><li>curb strong opinions and limit demands to establish cooperative relationships </li></ul></ul>
  16. The Sociability Continuum <ul><li>Sociability is a tendency to seek and enjoy social relationships </li></ul><ul><ul><li>measures if you control or express feelings </li></ul></ul><ul><li>Determining your preferred style </li></ul><ul><ul><li>Identify yourself on the dominance continuum </li></ul></ul><ul><ul><li>Identify yourself on the sociability continuum </li></ul></ul><ul><ul><li>Ask four or five people who know you well to identify you on the continua </li></ul></ul>
  17. Figure 3.3 - Sociability Continuum Source: Gerald L Manning and Barry Reece, Selling Today: Creating Customer Value, Ninth Edition, Copyright © 2004. Adapted by permission of Prentice-HallInc., Upper Saddle River, NJ. • expresses feelings • open and talkative • enjoys personal associations • controls feelings • more reserved and formal in relationships
  18. Figure 3.4 - Sociability Indicator Form
  19. Figure 3.4 - Sociability Indicator Form (continued)
  20. Figure 3.4 - Sociability Indicator Form (continued) Source: Gerald L Manning and Barry Reece, Selling Today: Creating Customer Value, Ninth Edition, Copyright © 2004. Adapted by permission of Prentice-Hall Inc., Upper Saddle River, NJ
  21. Where Should You Be? <ul><li>No best place to be </li></ul><ul><li>Successful people are everywhere along the sociability continuum </li></ul><ul><li>Flexibility is important </li></ul><ul><li>Low sociability </li></ul><ul><ul><li>may need to be more expressive to avoid perception of indifference or unconcerned </li></ul></ul><ul><li>High sociability </li></ul><ul><ul><li>may need to curb exuberance if more formal environment is required </li></ul></ul>
  22. Communication Styles Model <ul><li>The model represents four communication styles: </li></ul><ul><ul><li>emotive director </li></ul></ul><ul><ul><li>reflective supportive </li></ul></ul><ul><li>Two factors: </li></ul><ul><ul><li>dominance sociability </li></ul></ul><ul><li>Model will help identify your most preferred style </li></ul>
  23. Figure 3.5 - When the dominance and sociability dimensions are combined, the framework for communication style classification is established. Source: Gerald L Manning and Barry Reece, Selling Today: Creating Customer Value, Ninth Edition, Copyright © 2004. Adapted by permission of Prentice-Hall Inc., Upper Saddle River, NJ.
  24. Figure 3.6 - The emotive style combines high sociability and high dominance. Source: Gerald L Manning and Barry Reece, Selling Today: Creating Customer Value, Ninth Edition, Copyright © 2004. Adapted by permission of Prentice-Hall Inc., Upper Saddle River, NJ.
  25. Emotive Style <ul><li>Displays spontaneous, uninhibited behavior </li></ul><ul><li>Displays the personality dimension described as extroversion </li></ul><ul><li>Possesses a natural persuasiveness </li></ul>
  26. Figure 3.7 - The director style combines high dominance and low sociability. Source: Gerald L Manning and Barry Reece, Selling Today: Creating Customer Value, Ninth Edition, Copyright © 2004. Adapted by permission of Prentice-Hall Inc., Upper Saddle River, NJ.
  27. Director Style <ul><li>Projects a serious attitude </li></ul><ul><li>Expresses strong opinions </li></ul><ul><li>May project indifference </li></ul>
  28. Figure 3.8 - The reflective style combines low dominance and low sociability. Source: Gerald L Manning and Barry Reece, Selling Today: Creating Customer Value, Ninth Edition, Copyright © 2004. Adapted by permission of Prentice-Hall Inc., Upper Saddle River, NJ.
  29. Reflective Style <ul><li>Expresses opinions in a formal, deliberate manner </li></ul><ul><li>Seems preoccupied </li></ul><ul><li>Prefers orderliness </li></ul>
  30. Figure 3.9 - The supportive style combines low dominance and high sociability. Source: Gerald L Manning and Barry Reece, Selling Today: Creating Customer Value, Ninth Edition, Copyright © 2004. Adapted by permission of Prentice-Hall Inc., Upper Saddle River, NJ.
  31. Supportive Style <ul><li>Listens attentively </li></ul><ul><li>Avoids the use of power </li></ul><ul><li>Makes and expresses decisions in a thoughtful, deliberate manner </li></ul>
  32. Identify Yourself? <ul><li>Nobody conforms completely to one style </li></ul><ul><li>Only one dimension of a personality </li></ul><ul><li>Only deals with behaviors that others can observe </li></ul><ul><li>May be able to identify the style least like yourself </li></ul>
  33. Variation Within Your Communication Style <ul><li>Preferred styles vary in intensity </li></ul><ul><li>Zones radiate outward from the center </li></ul><ul><li>These dimensions are intensity zones </li></ul><ul><li>Boundary between zones are not a permanent barrier </li></ul><ul><li>People use &quot;style flexing&quot; </li></ul>
  34. Figure 3.10 - Communication Style Intensity Zones Source: Gerald L Manning and Barry Reece, Selling Today: Creating Customer Value, Ninth Edition, Copyright © 2004. Adapted by permission of Prentice-Hall Inc., Upper Saddle River, NJ.
  35. Variation Within Your Communication Style <ul><li>Zone I </li></ul><ul><ul><li>Display behaviors with less intensity </li></ul></ul><ul><ul><li>May be difficult to identify the style </li></ul></ul><ul><ul><li>Not be as obvious in their gestures, tone of voice, speech patterns, or emotional expressions </li></ul></ul><ul><li>Zone 2 </li></ul><ul><ul><li>Display behaviors with greater intensity </li></ul></ul><ul><ul><li>Can sometimes observe behavior change when upset or angry </li></ul></ul>
  36. Variation Within Your Communication Style <ul><li>Excess Zone </li></ul><ul><ul><li>Characterized by intensity and rigidity </li></ul></ul><ul><ul><li>Can also be labeled the &quot;danger&quot; zone </li></ul></ul><ul><ul><li>Often inflexible and lacks versatility </li></ul></ul><ul><li>Extreme intensity in any quadrant can interfere with good human relations </li></ul><ul><li>People may move into the excess zone when stressed, threatened, or insecure </li></ul>
  37. Table 3.1 - Behaviors Displayed in the Excess Zone
  38. Tips on Style Identification of Others <ul><li>Focus on observable behavior </li></ul><ul><ul><li>The best clues are nonverbal: </li></ul></ul><ul><ul><ul><li>Gestures, posture, facial expressions, and speech patterns </li></ul></ul></ul><ul><li>Determine where the person falls on the sociability and dominance continuums </li></ul><ul><ul><li>This is a process, do not rush to identify </li></ul></ul><ul><ul><li>Different situations will bring out different behaviors </li></ul></ul>
  39. Versatility: The Third Dimension <ul><li>Versatility means acting in ways that gain a social endorsement </li></ul><ul><ul><li>Makes others feel comfortable </li></ul></ul><ul><ul><li>Is independent of style </li></ul></ul><ul><li>Style flexing </li></ul><ul><ul><li>Deliberate attempt to change or alter style to meet the needs of another person </li></ul></ul><ul><ul><li>Temporary effort to act in harmony with other communication styles </li></ul></ul>
  40. Total Person Insight <ul><li>The best way to break a habit is to establish another habit. For example, if you’re a constant talker, stop talking. Work at it. </li></ul><ul><li>Kimberly Alyn and Bob Phillips </li></ul><ul><li>Authors, Annoying People </li></ul>
  41. Strategies for Adapting Your Style <ul><li>Identify the style of the other person </li></ul><ul><li>Think of ways to flex your style to gain a social endorsement </li></ul><ul><li>Several style adaptation strategies </li></ul>
  42. Flexing to an Emotive Style <ul><li>Take time to build a social as well as a business relationship </li></ul><ul><li>Display interest in a person’s ideas, interests, and experiences </li></ul><ul><li>Do not place too much emphasis on details </li></ul><ul><li>Maintain a fast and spontaneous pace </li></ul>
  43. Flexing to a Director Style <ul><li>Be specific, brief, and to the point </li></ul><ul><li>Present the facts logically and be prepared to provide specific answers </li></ul><ul><li>Maintain fast and decisive pace </li></ul><ul><li>Project strength and confidence </li></ul><ul><li>Messages should be short and to the point </li></ul>
  44. Flexing to a Reflective Style <ul><li>Be well organized </li></ul><ul><li>Be straightforward and direct </li></ul><ul><li>Be accurate and realistic when presenting information </li></ul><ul><li>Messages should be detailed and precise </li></ul><ul><li>Speak slowly and systematically </li></ul>
  45. Flexing to a Supportive Style <ul><li>Show a sincere interest </li></ul><ul><li>Identify areas of common interests </li></ul><ul><li>Draw out other’s personal goals and views </li></ul><ul><li>Listen and be responsive </li></ul><ul><li>Do not be pushy </li></ul><ul><li>Put priority on relationship building </li></ul>
  46. Style Flexing: Pitfalls and Possibilities <ul><li>If sincere and honest, style flexing can: </li></ul><ul><ul><li>help build constructive relationships </li></ul></ul><ul><ul><li>be a valuable, productive strategy </li></ul></ul><ul><ul><li>be especially critical when something important is at stake </li></ul></ul><ul><li>Do not label others </li></ul><ul><ul><li>classify strengths and preferences, not people </li></ul></ul><ul><li>Do not let your own label become rigid </li></ul>
  47. Strength/Weakness Paradox <ul><li>There is no best communication style </li></ul><ul><ul><li>each has unique strong points </li></ul></ul><ul><li>People have problems when they overextend the strengths of their style </li></ul><ul><li>Customizing your style can require learning to overcome your strengths </li></ul>
  48. Chapter Review <ul><li>Style bias and its effect on interpersonal relations </li></ul><ul><ul><li>Communication styles are patterns of behaviors that are observable to others </li></ul></ul><ul><ul><li>Way of responding to people and events </li></ul></ul><ul><ul><li>Bias is likely to surface when someone's style is distinctly different from your own </li></ul></ul>
  49. Chapter Review <ul><li>Benefits of understanding communication styles </li></ul><ul><ul><li>Knowing your style will help you achieve greater self-awareness and develop more effective interpersonal relations with others </li></ul></ul><ul><ul><li>Accurate self-knowledge is the starting point for effectiveness at work </li></ul></ul>
  50. Chapter Review Summary <ul><li>The communication style model is formed by two dimensions dominance and sociability </li></ul><ul><li>Four communication Styles </li></ul><ul><ul><li>Emotive </li></ul></ul><ul><ul><li>Director </li></ul></ul><ul><ul><li>Reflective </li></ul></ul><ul><ul><li>Supportive </li></ul></ul>
  51. Chapter Review Summary <ul><li>Identifying your preferred style </li></ul><ul><ul><li>Rate yourself on each scale (dominance and sociability) </li></ul></ul><ul><ul><li>Ask others to complete these forms for you </li></ul></ul><ul><li>Style flexing </li></ul><ul><ul><li>A third dimension—versatility </li></ul></ul><ul><ul><li>You can adjust your own style to others </li></ul></ul><ul><ul><li>Keep an open mind about others </li></ul></ul><ul><ul><li>Don’t typecast or judge </li></ul></ul>

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