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- "what fills out the picture"
- 60-90% of the message
- types: Proxemics, Kinesics, Facial and eye behavior, Paralanguage
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Term
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intimate, personal, social and public distances
different countries have different space requirements (US <1.5 is intimate and >12 is public vs. China where everything is super close)
refer to seating dynamics (cooperation, open communication, competition and non-communication)
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| Close together; enables discussion, friendly |
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| best for performance reviews |
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| What you want to do to keep the bride's mom apart from the groom's mom - add a barrier between them; something neutral placed in between |
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study of body movement, tapping crossed arms, etc.
-Arms are crossed mean closed off. |
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Definition
Some countries are more expressive than others: Italy, Brazil. Reserved: Japan
Eye contact: even cultures within US don’t like eye contact. Native americansdont like it. Mexican/Latin American cultures. Usually between subordinates and bosses |
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Definition
um, hmm, pitch, tone tempo loudness, sniffles
Ex: low voices, rapid speakers = seen as more credible |
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| Elements of Leadership Communication |
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Definition
Significance:higher level about past/future, services, etc. has substance to it
Values: link values like mission, vision, culture in message
Consistency: consistent message they have been reiterating
Cadence: should occur with frequency and regularity, repetition.
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Term
| Purpose of Leadership Communications |
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Definition
•Affirm organizational vision and mission (Where is the organization headed? Plan of action? Ex: state of the union. Every 6 mo)
Drive transformational initiatives (e.g., change) (When change is coming, they try to prompt you and discuss with you. Tell you why change is needed)
•Issue a call to action (Crisis times, issue a call to action and rally group – Rudy Guliani 9/11)
•Reinforce organizational capability (What are we good at? Strengths? Esp after bad news to help get people back on track)
•Create an environment for motivation (Enthusiastic/pump people up)
•Promote a product or service (Plug new item and link to mission/vision before rollout occurs)
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Term
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Definition
Characteristic/Goal/Presentation/Focus
Debate: To defeat, Telling, Attack person and ideas
Discussion: to persuage, selling, change others' position
Dialogue: to understand, asking, draw out others' values and positions
US: rarely dialogue, sometimes discussion and often debate
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Term
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Definition
Being able to respond correctly in terms of hearing someone.
Parroting: say exactly what they said, in exact same language
People know that they are being heard correctly; you’ve heard what is said. Impt for highly emotional issues bc when emotions are high, they can’t keep anything straight in their brain.
Paraphrasing: say what they said in our own words. Interpret and feedback. Be close to what is said to capture meaning. Or feelings will get hurt
Reflecting: Declarative statement about emotion they’re seeing. Therapists
Summary statements at end of conversation. |
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Term
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Definition
•Judging
•Diagnosing
•Moralizing
•Advising
•Responding too quickly
–Reassuring, explaining, interrupting
•Diverting
–Interrupt with own story, intellectualizing, joking
•Playing lawyer
•Being bored or absent minded |
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Term
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Definition
•Conflict is normal and inevitable
•You cannot NOT deal with conflict
•There’s no right way to resolve conflict
•A good attitude can influence the outcome
•Conflict is not just about personality
•Conflict does not = anger |
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Term
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Definition
Rigidity regarding self esteem
Significance, competence and likeability
Intrapersonal differences:
-About going to extremes
-Significance: out there so everyone sees you or run away
-Competence: take charge or don’t volunteer for anything
-Likeability: super nice or make people want to stay away from you
-Acknowledge people’s rigidity |
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Term
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Definition
•Facts or data
•Processes or methods
•Goals and purpose
•Values
Different things that cause communication at work
1.Getting different facts or data, easy discussion
2.Processes – how do we do this, some discussion will help
3.Different goals – A in the class or just get through the course
4.Harder to solve than facts/data
Think about these when diagnosing conflict
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Term
Conflict management styles |
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Definition
Competing: assertive and uncooperative (only ok for quick decisions)
Avoiding: Unassertive and uncooperative (only useful when its an unimpt issue or cool down period or no chance of success) Collaborating: Assertive and cooperative (find integrated solution not good when its an unimpt matter and you waste time deciding)
Accomodating: Unassertive and cooperative (only good when goodwill gesture, to preserve harmony, realize when you’re wrong)
Compromising: best of both worlds |
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Coping with difficult people |
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Hostile-aggressives: cut you down, mean, loves when you add fire to the flame. Stay calm and don’t elevate to match bullying. Don’t give them attention. Reflect back. Recognize behavior, stand up for yourself but don’t get angry. Try tosolve problem while still staying calm.
Clams: open ended questions. Here’s what we’re going to do. Is that ok with you?
Snipers: shoot at you in public. Call them out. Address it every time it happens
Superagreeables:Agree but don’t deliver. Hate conflict. Call them out in a way to get a realistic commitment. Also do checkups and let them know you value them as people. Make a safe environment
Complainers: don’t complain with a complainer. Listen and help guide them to solutions
Negativisits: help guide them but don’t give in.
Know it alls: insecure people. Acknowledge what they do know. Ask them questions. You value them as a person. What are other options to make them see they don’t know it all
Indecisive stallers: less choices, don’t complicate it and have a set timeline. At this point, you need to give me a decision. Help them to see making decisions is a good thing.
Chronic talkers/interrupters: channel them to the conversation. Gently interrupt them. Manage the meeting. Targeted questions
Cryers: give them a minute but don’t back off. Might be using it as a ploy. |
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Term
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Definition
Positive:
•New ideas/stimulates creativity
•Motivates change
•Strengthens personal relationships and working relationships
•Diffuses more serious conflict
•Reduces energy expenditure
•Personal growth for self/other
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Term
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Definition
Organizational factors
Specialization, Interdependence, Common resources Goal differences, Status inconsistencies & Jurisdictional ambiguities
Personal factors Skills and abilities Personalities Perceptions Values and ethics Emotions Communication barriers Cultural differences |
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