Uploaded byBirgit Geiberger
UXsofia "Communicating in Style" 60 minutes
The document presents a comprehensive overview of communication styles, emphasizing the importance of understanding different social styles in enhancing communication effectiveness and resolving conflicts. It details four primary social styles—relator, socializer, director, and thinker—along with their characteristics, potential issues, and strategies for effective communication. The section on conflict resolution underscores the need for adaptability and understanding of others' styles to foster better relationships and teamwork.
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UXsofia "Communicating in Style" 60 minutes
- 1. Communicating in Style BirgitGeiberger UX SOFIA 7 June 2013, Sofia
- 2. Birgit Geiberger Creative DirectorUX · Interaction Designer · Consultant @birgitgcom
- 3. Communicating in Style Overview •Intro communication models • The Social Style Model • Identifying someone’s Style • Communicating with Styles • Social Styles at work • Resolving conflicts
- 4. “One cannot notcommunicate” Paul Watzlawick
- 5. Every behavior isa form of communication
- 6. Words aren’t thekey Effectiveness of communication is based on 7% of the meaning of the words we use 38% of the way we say the words 55% of nonverbal clues Research (1970) by Albert Mehrabian, Prof. emeritus UCLA, Author of “Silent Messages: Implicit Communication of Emotions and Attitudes
- 7. 93% is conveyedthrough observable behavior Effectiveness of communication is based on 7% of the meaning of the words we use 38% of the way we say the words 55% of nonverbal clues Research (1970) by Albert Mehrabian, Prof. emeritus UCLA, Author of “Silent Messages: Implicit Communication of Emotions and Attitudes
- 8. History of personality types& theories • Four temperaments (460–370 BC) Galen & Hippocrates, Greek Physicians • Type theory (1921) Carl Jung, Swiss Psychotherapist & Psychiatrist • DISC-theory (1928) William Marston, American Psychologist Comic book writer, who created the character “Wonder Woman” • Myers-Briggs Type Indicator (1962) Katherine Myers & her daughter Isabel Briggs, American Author • People Styles Model (1964) Dr. David Merrill & Roger Reid Industrial Psychologist
- 9. Models compared approx. Hippocrates Jung DISC Merrill/Reid Choleric Director Dominance Sanguine Intuitor Influencing Phlegmatic Feeler Steadiness Melancholic Thinker Compliance Myers/ Briggs Extrovert / Thinker Extrovert/ Feeler Introvert / Feeler Introvert / Thinker Driver Expressive Amiable Analytical
- 10. Adjustment of names SocialStyles Social Styles Director Socializer Relator Thinker Merrill/Reid – Driver Expressive Amiable Analytical
- 11. The Social StylesModel The Social Styles Model is Trademark of the Tracom Group
- 12. What are SocialStyles not? • A method to interpret the "inside" of a person • No thoughts, character or personality assessment
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- 14. What are SocialStyles? • Observable behavioral patterns • Based on the "outside" of a person (verbal, vocal, and visual clues)
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- 17. Relator “Amiable Style” People person Socializer “ExpressiveStyle” Front person Thinker “Analytical Style” Thought person Director “Driver Style” Action person Guarded Open Indirect Direct
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- 24. Applying Social Styles willhelp you to • Improve communication • Reduce conflict • Increase pleasure of working • Enhance individual & team performance • Increase productivity • Get better business results
- 25. The Social Stylesin detail
- 26. 25 % 25% 25 % 25 % Confirmed through research done by Wilson Learning
- 27. We all displaysome aspects of each Social Style
- 28. But we haveone dominant style
- 29. Dominant style, our “comfortzone” • Relate & work in ways that is ones favorite • Emerged early in life • This style became habitual • Easiest to function with those patterns of behavior
- 30. Relator: “I feel...” Relationship oriented
- 31. Relator The support specialist “It’snot win or lose, it’s how many friends you have”
- 32. Relator The support specialist •Strong & loyal team players • Good listeners & sensitive to others feelings • Very supportive, approachable & cooperative • Open with emotions, warm & friendly • High priority on friendships & close relationships • Easy to get along with
- 33. Relator Potential issues • Reluctantto change • Stick to the comfortable & known • Avoid risks • Do things in a very slow-paced way • Undisciplined in their use of time, due to sharing personal objectives & feelings with others
- 34. Socializer: “I want...” Expression oriented
- 35. Socializer The social specialist “Let’sall do it – now!”
- 36. Socializer The social specialist •Highly flexible & adaptable to new situations • Act quickly & are willing to take risks • Very enthusiastic, energetic & spontaneous • Very imaginative, lots of creative ideas • Communicative & fun to be around • Say & show what they think • Involve others with their feelings & thoughts
- 37. Socializer Potential issues • Littleconcern for practical details • Easily change course of action • Move rapidly from subject to subject while forgetting to address specifics • Struggle with commitment & follow-through • Undisciplined in their use of time (too many distractions) • Base decisions on opinions rather than facts & data
- 38. Director: “I will...” Action oriented
- 39. Director The control specialist “Iwant it done. Yesterday!”
- 40. Director The control specialist •Know exactly what they want, where they are going & how to get there quickly • Very focussed: swift, efficient, to the point in everything they do. Out accomplishes anybody • Make their own decisions, don't like at all to be told what to do or what not to do - high need of control • Prefer to be presented with options • Take risks
- 41. Director Potential issues • Comeacross forceful & dominant • Highly result driven – it’s not about pleasing people on the way • Say what they think • Very impatient • Work best without others or with people who are able to move quickly • Control & do not show emotions
- 42. Thinker: “I think...” Process oriented
- 43. Thinker The method specialist “I’drather be right than quick”
- 44. Thinker The method specialist •Base decisions purely on facts (tangible, practical, realistic evidence) • Ask questions, gathers information • Steadfast, reliable & dependable • Strong sense of duty & obligation • Seem to move slowly, but they use their time in a deliberate, disciplined manner • Natural givers & cooperative team members
- 45. Thinker Potential issues • Studydata seriously before forming an opinion or being enthusiastic • Can come across skeptical & critical • Main priority is job at hand & the process to achieve it • Avoid risks & are very cautious • High control of emotions • People and friendships are important, but it does not show on initial contact – first the facts
- 46. Being timid Beingerratic Being too critical Being dominant & demanding Weakness
- 47. People to getalong To be appreciated To be right To be in control Need
- 48. Fear Change Not beingliked Being irrational / wrong Lack of control / Weakness
- 49. Harmony & stabilityInspiration The perfect solution Productivity Seek
- 50. To cooperate To getdirections New & different things Positive energy & optimism To plan Pattern & predictability To take charge Results Like
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- 52. To identify someone’sStyle, pay attention to... Their way of talking • Loudness & tone of voice • Topics of conversation (personal versus factual) • “we” or “I” • Pace Their body language • Many gestures • Facial expressions • Eye contact Their listening skills
- 53. To identify someone’sStyle, determine the ... • degree of Assertiveness • degree of Responsiveness in their behavior
- 54. Assertiveness Amount of talking Rateof speaking Voice volume Body movement Expressed energy Posture Forcefulness of gestures
- 55. Assertiveness Less Slower Softer Less, Slower Less Leans back Less More Faster Louder More,Faster More Leans forward More Amount of talking Rate of speaking Voice volume Body movement Expressed energy Posture Forcefulness of gestures
- 56. Responsiveness Express feelings Appear friendly Facialexpression Gestures & touch Vocal inflection Small talk Use of stories & anecdotes
- 57. Responsiveness Express feelings Appear friendly Facialexpression Gestures & touch Vocal inflection Small talk Use of stories & anecdotes Less Less Less Less Less Less Less (rather factual) More More More More More More More (very lively)
- 58. Talking Direct assertion Louder Commanding Uses voiceto emphasize Indirect assertion Quieter Enquires Even tone-of- voice Moderate Very fast Slower Faster
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- 60. Body Language Facial expression Lots ofgestures Mostly good eye-contact Some facial expression Regular gestures Good eye-contact Limited / no facial expression Deliberate gestures Intense eye-contact Limited / no facial expression Limited gestures Limited eye-contact
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- 62. Listens Reacts Interrupts (often w/ideas) Talks a lot Listens very good Reacts Relates Cares Wants to control conversation May interrupt Likes summaries Listens very precise May appears as they are not Listening
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- 64. Animated, excitable Can comeon too strong Informal, casual Direct, to the point Outspoken Formal, business-like Dreamy thoughts May seem vague Informal, casual Specific, concise Clear, logical Formal, bottom-line Style of Communication
- 65. Animated, excitable Can comeon too strong Informal, casual Direct, to the point Outspoken Formal, business-like Dreamy thoughts May seem vague Informal, casual Specific, concise Clear, logical Formal, bottom-line Style of Communication
- 66. Relator Will always ask... Why & Who?
- 67. How to communicatewith a Relator • Be supportive • Develop a relationship, spend time talking • Be friendly & understanding • Inform early on when changes may occur • Don’t break promises • Make them feel safe
- 68. Animated, excitable Can comeon too strong Informal, casual Direct, to the point Outspoken Formal, business-like Dreamy thoughts May seem vague Informal, casual Specific, concise Clear, logical Formal, bottom-line Style of Communication
- 69. Socializer Will always ask... Who else?
- 70. How to communicatewith a Socializer • Show appreciation for what they have done • Be supportive of their ideas • Never ignore them • Be positive & show energy • Help them to stay on track
- 71. Animated, excitable Can comeon too strong Informal, casual Direct, to the point Outspoken Formal, business-like Dreamy thoughts May seem vague Informal, casual Specific, concise Clear, logical Formal, bottom-line Style of Communication
- 72. Director Will always ask... What & When?
- 73. How to communicatewith a Director • Provide executive summary upfront • Be clear & precise • Get to the point fast, don’t irritate by being inefficient or indecisive • Provide options & show benefits • Don’t talk about personal topics
- 74. Style of Communication Animated, excitable Cancome on too strong Informal, casual Direct, to the point Outspoken Formal, business-like Dreamy thoughts May seem vague Informal, casual Specific, concise Clear, logical Formal, bottom-line
- 75. Thinker Will always ask... Why & how?
- 76. How to communicatewith a Thinker • Provide a lot of information – they will seek for patterns & factual relationships • Provide thoughtful arguments & facts • Give time to process • Provide plans with deadlines to set expectations • Inform early about potential changes • Don't misinterpret lack of shown enthusiasm with disinterest
- 77. Social Styles atwork
- 78. Work style &pace Relator • Easy going, cooperative • Always willing to help & support • Goes with the flow • No strong sense of urgency & rarely in a hurry • Needs time to change • Dislikes pressure
- 79. Work style &pace Socializer • Unstructured, likes freedom • Lots of people interaction • Makes lists of people to call & places to go • Fast • Bored easily • Moves from one thing to another
- 80. Work style &pace Director • Works in priority order • Does several things at once • Intense, driven • Generates ideas • Very fast • Likes change
- 81. Work style &pace Thinker • Thorough, attentive to detail • Step by step procedures • Concentrates on one thing at a time • Methodical • Steady stream of work • Likes predictable routines
- 82. Work Space Interesting things, gadgets, noveltyitems everywhere Personal & fun photos Desk area seems chaotic Sentimental souvenirs Photos of family & friends Desk area may appear cluttered Functional Organized Rarely personal items References at their fingertips Lots of paper Work organized in piles
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- 84. Conflicts & back-up behavior •Every style has a characteristic back-up behavior • Back-up behavior can be extreme, inappropriate & inflexible • People fall into this behavior when under pressure or in a conflict situation • Recognizing & addressing this behavior in an appropriate manner can resolve conflicts
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- 89. Flight Listen totheir concerns
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- 92. Steps to resolve conflicts 1.Identifystyles of participants 2.Plan for upcoming conversation • Determine styles & consciously prepare to flex • Adapt deliverables & presentation accordingly 3.Apply your knowledge & adapt if necessary 4.Evaluate afterwards to learn from the experience
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- 94. No style isbetter than another
- 95. Beware of generalizationand swift judgement
- 96. Always assume goodintentions even if you don’t understand people’s behavior. They may simply have a different style.
- 97. Thank you! Birgit Geiberger· design@birgitg.com