Lecture 6 personal communication style(1)

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Lecture 6 personal communication style(1)

  1. 1. Communicational StylesPeople in Organisations LB5205 People in Organisations 1
  2. 2. Learning Objectives• Critically assess your own communication style and its impact in various situations.
  3. 3. Communication Styles• Communication styles are patterns of behavior that others can observe• Understanding your style…. – achieve greater self-awareness – develop more effective interpersonal relations – greater sensitivity to and tolerance for others’ styles – essential for managing key relationships • self • others • member of a group 3 LB5205 People in Organisations
  4. 4. Fundamental Concepts• Individual differences exist and are important – i.e., gestures, assertiveness, expression – each person has unique style – identify by careful observation• Differences tend to be stable – Jung’s Psychological Types – born with disposition that is exercised and developed over least preferred preferences LB5205 People in Organisations 4
  5. 5. Fundamental Concepts• Four basic styles – Intuitor, thinker, feeler, and sensor• Style is a way of thinking and behaving – not an ability – a preferred way of doing things• Productive relationships are developed by being in sync with others – Important advantage when understanding others LB5205 People in Organisations 5
  6. 6. Communication Style Bias• A common form of prejudice• More likely when styles differ• What can you do? – Develop an awareness of your own style – Learn to assess the style of others – Learn to adapt your own style to theirs – “Speaking the other person’s language” is essential for relationship skills – Adapting is style flexing LB5205 People in Organisations 6
  7. 7. Total Person InsightEveryone has had the experience ofsaying or doing something that wasperfectly acceptable to a friend orcoworker and then being surprised whenthe same behavior irritated someoneelse. David W. Merrill and Roger H. Reid Personal Styles and Effective Performance LB5205 People in Organisations 7
  8. 8. Communicational Style Bias• Two important dimensions of style: 1. Dominance 2. Sociability• Dominance – The tendency to display a “take-charge” attitude – an important dimension in interpersonal relationships• Everyone falls somewhere on the dominance continuum LB5205 People in Organisations 8
  9. 9. The Dominance Continuum Low dominance High dominance • more cooperative • give advice freely • eager to assist others • initiate demands • less assertive • more assertive • more willingly controlled in Organisations • seek control LB5205 People 9
  10. 10. The Sociability Continuum• Sociability is a tendency to seek and enjoy social relationships – measures if you control or express feelings• Determining your preferred style – Identify yourself on the sociability continuum – Ask four or five people who know you well to identify you on the continua LB5205 People in Organisations 10
  11. 11. Sociability Continuum • expresses feelings • open and talkative • enjoys personal associations • controls feelings • more reserved and formal in relationshipsSource: Gerald L Manning and Barry Reece, Selling Today: Creating Customer Value,Ninth Edition, Copyright © 2004. Adapted by permission of Prentice-HallInc., Upper SaddleRiver, NJ. LB5205 People in Organisations 11
  12. 12. When the dominance and sociability dimensions are combined, the frameworkfor communication style classification is established. 12
  13. 13. Communication Styles Model • The model represents four communication styles: – emotive - director – reflective - supportive • Two factors: – dominance - sociability • Model will help identify your most preferred style LB5205 People in Organisations 13
  14. 14. Emotive Style High Sociability/High Dominance• Displays spontaneous, uninhibited behavior• Displays the personality dimension described as extroversion• Possesses a natural persuasiveness LB5205 People in Organisations 14
  15. 15. Director Style High Dominance/Low Sociability• Projects a serious attitude• Expresses strong opinions• May project indifference LB5205 People in Organisations 15
  16. 16. Reflective Style Low Dominance/Low Sociability• Expresses opinions in a formal, deliberate manner• Seems preoccupied• Prefers orderliness LB5205 People in Organisations 16
  17. 17. Supportive Style Low Dominance/High Sociability• Listens attentively• Avoids the use of power• Makes and expresses decisions in a thoughtful, deliberate manner LB5205 People in Organisations 17
  18. 18. Communication Style Intensity ZonesSource: Gerald L Manning and Barry Reece, Selling Today: Creating Customer Value,Ninth Edition, Copyright © 2004. Adapted by permission of Prentice-Hall Inc., UpperSaddle River, NJ. LB5205 People in Organisations 18
  19. 19. Variation Within Your Communication Style• Zone I – Display behaviors with less intensity – May be difficult to identify the style – Not be as obvious in their gestures, tone of voice, speech patterns, or emotional expressions• Zone 2 – Display behaviors with greater intensity – Can sometimes observe behavior change when upset or angry LB5205 People in Organisations 19
  20. 20. Variation WithinCommunication Styles Model • Excess Zone – Characterized by intensity and rigidity – Can also be labeled the "danger" zone – Often inflexible and lacks versatility • Extreme intensity in any quadrant can interfere with good human relations • People may move into the excess zone when stressed, threatened, or insecure LB5205 People in Organisations 20
  21. 21. Behaviours Displayed in the Excess Zone LB5205 People in Organisations 21
  22. 22. Tips on Style Identification • Focus on observable behavior – The best clues are nonverbal: • Gestures, posture, facial expressions, and speech patterns • Determine where the person falls on the sociability and dominance continuums – This is a process, do not rush to identify – Different situations will bring out different behaviors LB5205 People in Organisations 22
  23. 23. Total Person InsightThe best way to break a habit is to establishanother habit.For example, if you’re a constant talker, stoptalking.Work at it. Kimberly Alyn and Bob Phillips Authors, Annoying People LB5205 People in Organisations 23
  24. 24. Versatility: The Third Dimension• Versatility means acting in ways that gain a social endorsement – Makes others feel comfortable – Is independent of style• Style flexing – Deliberate attempt to change or alter style to meet the needs of another person – Temporary effort to act in harmony with other communication styles LB5205 People in Organisations 24
  25. 25. Flexing to an Emotive Style• Take time to build a social as well as a business relationship• Display interest in a person’s ideas, interests, and experiences• Do not place too much emphasis on details• Maintain a fast and spontaneous pace LB5205 People in Organisations 25
  26. 26. Flexing to a Director Style • Be specific, brief, and to the point • Present the facts logically and be prepared to provide specific answers • Maintain fast and decisive pace • Project strength and confidence • Messages should be short and to the point LB5205 People in Organisations 26
  27. 27. Flexing to a Reflective Style • Be well organized • Be straightforward and direct • Be accurate and realistic when presenting information • Messages should be detailed and precise • Speak slowly and systematically LB5205 People in Organisations 27
  28. 28. Flexing to a Supportive Style • Show a sincere interest • Identify areas of common interests • Draw out other’s personal goals and views • Listen and be responsive • Do not be pushy • Put priority on relationship building LB5205 People in Organisations 28
  29. 29. Style Flexing: Ptifalls and Possibilities • If sincere and honest, style flexing can: – help build constructive relationships – be a valuable, productive strategy – be especially critical when something important is at stake • Do not label others – classify strengths and preferences, not people • Do not let your own label become rigid LB5205 People in Organisations 29

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