Managerial Communication - Interpersonal Considerations

Managerial communication

Inter-personal considerations in Communication

A Perceptual Model of CommunicationA Perceptual Model of Communication

NoiseSender

Receiverdecodes

Receivercreates

meaning

Transmittedon medium

MessageEncoding

EncodingMessageTransmittedon medium

Sourcedecodes

Inter-personal considerations or how to overcome barriersThe way one composes the message itself : Raw data – how do we present data and the logic Facts/Ideas:

Acceptable facts, Non acceptable facts Internal attribution, external attribution

Opinions: Categories of social belongingness: Interpretative frame (symbolique and cultural)

Beliefs Persistence

Emotions

The way people act or how they respond to a message

Personality types Coaching types

Personality types

Taking the example of the Myers and Briggs 4 dichtomies

Introversion/Extraversion Sensing/Intuition Thinking and feeling Judgement/perception

Dichotomies

Extrovert and Introvert (Attitude) Extrovert: Individuals with a preference for

extroversion draw energy from action: they tend to act, then reflect, then act further. If they are inactive, their level of energy and motivation tends to decline. An extrovert's flow is directed outward towards people and objects.

Introvert: These individuals become less energized as they act: they prefer to reflect, then act, then reflect again. People with introversion preferences need time out to reflect in order to rebuild energy. An introvert's flow is directed inward toward concepts and ideas.

Sensing Sensing and Intuition (Perceiving/Information Gathering functions)

They describe how new information is understood and interpreted

Sensing: Individuals who prefer sensing are more likely to trust information that is in the present, tangible, and concrete, which is information understood by the five senses. They tend to distrust hunches that seem to come out of nowhere. They prefer to look for details and facts. For them, the meaning is in the data.

Intuition: Individuals who prefer intuition tend to trust information that is more abstract or theoretical, which can be associated with other information (either remembered or discovered by seeking a wider context or pattern). They may be more interested in future possibilities. They tend to trust those flashes of insight that seem to bubble up from the unconscious mind. For them, the meaning is in how the data relates to the pattern or theory.

Thinking and Feeling (Judging/Decision Making functions)

Functions are both used to make rational decisions, based on the data received from the information gathering functions (Sensing or Intuition).

Thinking: Those who prefer thinking tend to decide things from a more detached standpoint, measuring the decision by what seems reasonable, logical, causal, consistent, and matching a given set of rules.

Feeling: Those who prefer feeling tend to come to decisions by associating or empathizing with the situation, looking at it 'from the inside' and weighing the situation to achieve, on balance, the greatest harmony, consensus and fit, and considering the needs of the people involved.

Judgment and Perception (Lifestyle) According to Myers, individuals who prefer

judging prefer to "have matters settled" and individuals who prefer perceiving prefer to "keep decisions open."

Coaching styles

High Will Guide Delegate

Low Will Direct Excite

Low skill High Skill

Applying the matrix

Direct (skill and will are both low) First build the will / motivation - Provide clear and concise

briefings - Identify motivators and de-motivators - Develop a vision of future performance

Ensure understanding of requirements

• Then build the skill - Structure tasks for ‘quick wins’

Identify training requirements. - coach and train

• Then sustain the will - Provide frequent feedback against progress - Praise and nurture

• Ensure close supervision with clear rules and deadlines.

Guide (low skill, high will)

• Invest time early on to ensure inclusion and understand training requirements - Coach and Train - Answer questions/explain

• Create a risk-free environment to allow early ‘mistakes/learning’

• Monitor progress regularly and ensure feedback and praise

• Relax control as progress is shown

Excite (high skill, low will)

• Identify reasons for low will – e.g., task/management style/personal factors

• Motivate appropriately

• Monitor, feed back

• Ensure scope for regular progress checks.

Delegate (skill and will are both high)

• Provide freedom to do the job - Set objectives, not method - Praise, don’t ignore

• Encourage coachee to take responsibility - Involve in decision-making - Use ‘You tell me what you think’

• Take appropriate risks - Give more challenging tasks ensuring support in place. - Don’t over-manage

Other usual barriers or noise

External noise: Physical Technological

Internal noise Psychological Physiological Neurological

Other barriers (2)

Excessive conformity as a barrier of communication Concept of group think

“Tendency for members of a cohesive group to reach decisions without weighing all the facts, especially those contradicting the majority opinion.”

Moral silence

Timothy Leary (1957): Interpersonal Circumplex Definitions of relationship pull behaviors from

each person. Behaviors on the Love-Hate axis tend to pull

the same behavior. Behaviors on the Dominance-Submission

axis tend to pull opposite behaviors.

If conflict occurs, it could be because:

1. They agree and mutually understand each other on the content issue, but they still have a relationship conflict.

2. They agree on the content issue, but one or both misunderstand the other’s position.

3. They disagree on the content issue and understand that they do.4. They disagree on the content issue and, on top of that, one or both

misunderstands the other’s position.5. They agree and understand each other on relationship definition, but

have a content conflict.6. They are in relational agreement but misunderstand that they are.7. They disagree relationally (e.g., both wish to control the relationship)

and understand that they do.8. They disagree relationally and, in addition, misperceive the other’s

relational stance.

The Johari Model Window