Chapter Seven: Exploring Interpersonal Communication H.L. Goodall & Sandra Goodall Communicating in Professional Contexts Skills, Ethics, and Technologies.

Chapter Seven:Chapter Seven:

Exploring Interpersonal CommunicationExploring Interpersonal Communication

H.L. GoodallH.L. Goodall

&&

Sandra GoodallSandra Goodall

Communicating in Communicating in ProfessionalProfessional Contexts ContextsCommunicating in Communicating in ProfessionalProfessional Contexts ContextsSkills, Ethics, and Technologies Skills, Ethics, and Technologies 2ed2ed

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Ch7: Exploring Interpersonal Communication

Copyright © 2006 Wadsworth

Choosing: Strategies & Ethics for Choosing: Strategies & Ethics for Relational Development at WorkRelational Development at Work

First Impressions

Perception

Schemata

Person Prototypes

Personal Constructs

Scripts

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Guidelines for First EncountersGuidelines for First Encounters

Establish Eye Contact, Smile,

Firm Handshake

Speak Clearly, Avoid Nicknames

Listen Carefully to Person’s Name

Listen to What’s Being Said

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Guidelines for First Encounters Guidelines for First Encounters (cont’d)(cont’d)

Maintain Positive Attitude

Have Sense of Humor

Maintain Appropriate Distance

Exchange Business Cards

Leave When Conversation is Over

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Establishing Expectations Establishing Expectations and Boundariesand Boundaries

Peer Relationships

Information Peers

Collegial Peers

Social Peers

Cycle of Interpersonal CommunicationCycle of Interpersonal Communication

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Establishing Expectations Establishing Expectations and Boundariesand Boundaries

Organizational Relationships Limited by...

Rules

Policies

Cultures

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Behaving EthicallyBehaving Ethically

North American Organizational Values

Trust One Another

Treat Others with Respect

Recognize the Value of Each Individual

Keep Your Word

Tell the Truth

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Behaving Ethically Behaving Ethically (cont’d)(cont’d)

Act with Integrity

Be Open to Change

Risk Failing to Get Better

Learn; Try New Ideas

North American Organizational Values

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Do Face-to-Face Meetings Strengthen Work Relationships?http://mobileoffice.about.com/cs/telecommutingtips/i/virtuallife.htm

Do Face-to-Face Meetings Strengthen Work Relationships?http://mobileoffice.about.com/cs/telecommutingtips/i/virtuallife.htm

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Creating: Messages that Creating: Messages that Reflect Self, Other, & ContextReflect Self, Other, & Context

Equity: Principles of Everyday Exchange

People Work for Rewards

People Seek Equity

People become Stressed when Treated Unfairly

Stressed People Seek to Restore Equity

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Sources of Inequity in Workplace Relationships

Lying, Cheating, Stealing

Misrepresenting Self, Goals, Methods

Not Speaking Up for Wrongly Accused

Not Supporting Those who Support You

Not Offering to Pick up Lunch Check

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Self-Disclosure and Risk-Taking

SD and RT have Commodity Value

There is Expectation of Equal Exchange

Both can Be Risky in Business Relationships

RewardsRewards CostsCosts

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Monitoring Disclosure

Disclose only to Those You Trust

Stop and Think Before Disclosing

Never Disclose Information that Can

Be Used Against You

Never Disclose Reputation Damaging

Information

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Responding to Disclosure

Keep in Mind You are Not a Therapist

If Other Discloses Too Much, Stop Them

Self-Disclosure is Expected to Be Reciprocal

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Asking for and Giving Feedback

Own Your Message

Avoid Apologizing for Feelings

Make Message Specific and Behavioral

Verbal and Nonverbal Behavior Should

Complement Each Other

Avoid Evaluation and Interpretation

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Dialectics and Dialogue

Dialectics

Autonomy-Togetherness

Novelty-Predictability

Expressive-Protective

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Dialogue

Focus on Mutuality

Discover Rather than Disclose

Be More Interested in Access than Domination

Dialectics and Dialogue

Dialectics

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Typical Responses to Conflict

Withdrawing

Accommodating

Compromising

Avoiding or Postponing

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Working Through Relational Conflict From Where does the Conflict Come? How is it Being Managed? How do Other People React to the Conflict? How Does it Affect Key Organizational

Functions? How Does it Manifest Systemically in Other

Organizational Practices?

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Coordinating: Making Relational Coordinating: Making Relational Communities WorkCommunities Work

Negotiation of Cultural Differences

Individualist Cultures

Collectivist Cultures

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Coordinating: Making Relational Coordinating: Making Relational Communities WorkCommunities Work

Negotiation of Gender Differences

Women use Rapport-Building Style

Men use Report-Making Style

Not all Women and Men Adhere to Stereotypes

Single Greatest Skill is Flexibility

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Delivering: Improving Delivering: Improving Relationships at WorkRelationships at Work Become More Conscious of

Own and Others’ Goals Recognized Communication

has Consequences Be Mindful of Workplace

Equity in Relationships Accept Responsibility for Own

Communication Be Open to Feedback

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Delivering: Improving Delivering: Improving Relationships at Work Relationships at Work (cont’d)(cont’d)

Accept Conflict as Natural

Treat Others with Respect and Honesty

Be Mindful of Cultural and Gender

Differences

Use Communication to Build Flexibility

and Freedom into Interactions

Be on Lookout for Ways to Improve

H.L. GoodallH.L. Goodall

&&

Sandra GoodallSandra Goodall

Communicating in Communicating in ProfessionalProfessional Contexts ContextsCommunicating in Communicating in ProfessionalProfessional Contexts ContextsSkills, Ethics, and Technologies Skills, Ethics, and Technologies 2ed2ed

Chapter Seven: Exploring Interpersonal Communication H.L. Goodall & Sandra Goodall Communicating in Professional Contexts Skills, Ethics, and Technologies.

Documents

equity slide

truth slide

ed slide

work relationships

lunch check slide

workplace relationships

equity people

context equity