Interpersonal Foundations for Communication

1. UNIT II

2. UNIT OVERVIEW
• Intrapersonal Foundations for Communication
• Managing Motivation to Influence Interpersonal Communication
• The Need for Inclusion,
• The Need for Control,
• The Need for Affection
• Interpersonal Perception Upon Communication
• Interpersonal Perception and Superior Subordinate Relations;
• The Role of Emotions in Interpersonal Communication
• Fear in Interpersonal Communication,
• Anger in Interpersonal Communication.

3. WHAT IS INTERPERSONAL COMMUNICATION?
Interpersonal communication involves the information,
ideas, and feelings being exchanged verbally or non-
verbally between two or more people. Face-to-face
communication often involves hearing, seeing, and feeling
body language, facial expressions, and gestures

5. WHAT ARE THE FOUR TYPES OF INTERPERSONAL COMMUNICATION?
Verbal
Listening
Written Communication
Non-Verbal Communication

6. BATEMAN AND ZEITHAML IDENTIFIED SIX MAIN STYLES
Bateman and Zeithaml identified six main styles of interpersonal communication that are used in business
settings:
Controlling
Egalitarian
 Structuring
 Dynamic
 Relinquishing
 Withdrawal

7. CONTROLLING
A controlling style is a form of one-way communication
that is used to direct others and gain their compliance.
Managers using this style usually do not want feedback, and
they tend to employ power and even manipulation to reinforce
their message

8. EGALITARIAN STYLE
Egalitarian style is a form of two-way
communication that involves sharing information
rather than directing behavior. It is used to
stimulate others to express their ideas and opinions in
order to reach a mutual understanding

9. STRUCTURING
• Structure is important in oral communication because
like written communication, it will influence how your
audience receives your message.
• Having an introduction, body, and conclusion with
structured paragraphs is necessary for effective
comprehension

13. WHEEL NETWORK – WITH
LEADER
• A wheel network is a type of network
that is found in a variety of groups,
teams, and organizations. It is a type of
centralized structure of communication
that allows information to flow downward,
from managers to employees. This
pattern of communication consists of one
leader who directs the group

15. • Dynamic organizations reflect changes to a business structure over time. The
structure and ownership of dynamic organizations can vary by category and
period. For example, in a dynamic organization, an entity can be dependent on
one parent in one period and a different parent in the next period.

16. RELINQUISHING STYLE
• Relinquishing style of interpersonal communication is deferential rather than
directive. It is highly receptive to the ideas of others, to the point of shifting
responsibility for communication to the receiver.

17. THE NEED FOR INCLUSION
• Need for inclusion is concerned with having people to interact with who pay
attention to you and what you have to say
• Need is manifested each time you enter a new group of people
• People may learn to deal with their need for inclusion in one of three basic ways
(Ref next slide)

18. THE NEED TO CONTROL
• It can be discussed under three types of people
• People who avoid interpersonal communication
• People who don’t make decisions
• Unconsciously they feel incompetent and seek to avoid situations in which they
will have to face these feelings of incompetence
• People of the third type feel comfortable both in a situation where they control
others and in situations where others have control over them

19. SCHUTZ’S THEORY OF INTERPERSONAL NEEDS
Inclusion
Expressed inclusion
Wanted inclusion
I join with others and ask others to join with me
I want others to ask me to join them
Control
Expressed control
Wanted control
I influence and decide for others
I want others to influence and control me
Affection
Expressed affection
Wanted Affection
I act towards others in a close and personal way
I want others to be close and personal towards me

20. LEAVY’S TRANSACTION PERSPECTIVE
• Clinical psychologist Timothy Leavy tried to explain interpersonal
behavior through ‘Interpersonal Reflex’
• On the vertical axis an act of one kind tends to evoke an opposite
act, whereas on the horizontal axis act of a given kind tends to
evoke the same kind of act
• Submissive behavior of one person is a bid for dominance by the
other.
• Act of hostility provokes hostility and the act of affection accelerates
affection.

21. WHAT IS FEAR?
• Fear is a vital response to physical and emotional danger that has been pivotal
throughout human evolution, but especially in ancient times when men and
women regularly faced life-or-death situations
• The universal trigger for fear is the threat of harm, real or imagined. This threat
can be to our physical, emotional, or psychological well-being. While there are
certain things that trigger fear in most of us, we can learn to become afraid of
nearly anything.

22. FEAR IN INTERPERSONAL BEHAVIOUR
• Fear is the anticipation of physical or psychological pain
• Eg: A manager may be afraid of making presentations to committees or other
groups
• If the fear is high he may likely perform poorly

23. PHOBIA
• A phobia is a distinct fear or anxiety about a certain object or situation, exposure
to which consistently provokes fear or causes distress in the sufferer. The fear
experienced is almost always disproportionate to the true danger the object or
event poses, and people with specific phobias generally know there is no real
reason to be afraid and that their behavior is not logical. However, they cannot
avoid their reaction.

24. PHOBIAS FALL INTO FIVE BROAD CATEGORIES:
• Fears of animals, such as fear of dogs (cynophobia), spiders (arachnophobia), or bugs (insectophobia or
entomophobia). These fears, known as zoophobias, also include the fear of bats (chiroptophobia) and of
snakes or lizards (herpetophobia).
• Fears of the natural environment, such as a fear of heights (acrophobia) or of storms. These phobias also
include fear of fire (pyrophobia) and fear of the dark (nyctophobia).
• Fears related to blood (hemophobia), injury, and injection, such as a fear of needles (trypanophobia) or
medical procedures including dentistry (dentophobia).
• Situational fears, such as a fear of flying (aerophobia), a fear of public speaking(glossophobia), or a fear
of riding in elevators, which is itself a type of fear of closed spaces (claustrophobia).
• Others, such as a fear of vomiting or choking, when you face a situation

25. WHAT IS SOCIAL ANXIETY?
• Fear often takes forms other than specific phobias. For example, social
anxiety disorder, which is also known as social phobia, entails a deep fear
of other people’s judgment, evaluation, and rejection that limits sufferers’
enjoyment of life. Individuals with social anxiety may avoid situations in
which they will be exposed to the scrutiny of others, such as giving a
speech, eating in front of others, meeting new people, or engaging in group
conversations

26. WHAT IS ANGER?
• Everyone has their own triggers for what makes
them angry, but some common ones include
situations in which they feel: threatened or
attacked. frustrated or powerless. like how they
are being invalidated or treated unfairly.

27. • Anger is “an emotional state that varies in intensity from mild irritation to
intense fury and rage,” according to Charles Spielberger, PhD, a psychologist
who specializes in the study of anger. Like other emotions, it is accompanied by
physiological and biological changes; when you get angry, your heart rate and
blood pressure go up, as do the levels of your energy hormones, adrenaline, and
noradrenaline.
• Anger can be caused by both external and internal events. You could be angry
at a specific person (such as a coworker or supervisor) or event (a traffic jam, a
canceled flight), or your anger could be caused by worrying or brooding about
your personal problems. Memories of traumatic or enraging events can also
trigger angry feelings.

28. • People use a variety of both conscious and unconscious processes to deal with
their angry feelings. The three main approaches are expressing, suppressing,
and calming. Expressing your angry feelings in an assertive—not aggressive
manner is the healthiest way to express anger. To do this, you have to learn how
to make clear what your needs are, and how to get them met, without hurting
others. Being assertive doesn’t mean being pushy or demanding; it means being
respectful of yourself and others.

29. • Anger can be suppressed, and then converted or redirected. This happens when you hold in
your anger, stop thinking about it, and focus on something positive. The aim is to inhibit or
suppress your anger and convert it into more constructive behavior. The danger in this type of
response is that if it isn’t allowed outward expression, your anger can turn inward—on yourself.
Anger turned inward may cause hypertension, high blood pressure, or depression
• Unexpressed anger can create other problems. It can lead to pathological expressions of
anger, such as passive-aggressive behaviour (getting back at people indirectly, without telling
them why, rather than confronting them head-on) or a personality that seems perpetually cynical
and hostile. People who are constantly putting others down, criticizing everything, and making
cynical comments haven’t learned how to constructively express their anger. Not surprisingly, they
aren’t likely to have many successful relationship behaviours.