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Communication II: Creating effective communication

Discover the tools, models, and skills necessary for creating effective communication relationships in both natural and deliberate settings. Explore the T-group model, Argyris' Model II communication, and the military model. Learn about Precision Questioning, Constructive Engagement, and Carl Rogers' Client Centered Approach. Understand the ladder of inferences and how personal and cultural meaning affect communication. Discover the communication approaches used at Cypress Semiconductor, Microsoft, and Intel. Enhance your communication skills for more authentic exchanges.

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Communication II: Creating effective communication

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  1. Communication II:Creating effective communication

  2. Relationships 2D Space Natural (spontaneous) Manipulative (Objectives not Shared) Authentic (Full exchange) Deliberate (planned, thought-out) Self presentation Not a lot If you want it, have to design it Social influence Motivation

  3. Communication Tools • T-group model • Argyris: Model II communication • Military model -- Cypress Semiconductor • Precision Questioning -- Microsoft • Constructive Engagement -- Intel

  4. How to move up? Experimenting 3,600 Opening Owning Not experimenting 34,000 Not opening Not owning

  5. Carl Rogers’ Client Centered Approach • Began in psychotherapy • Goal: Maximize individual potential Assumptions: • Individual has latent resources for authenticity • Others facilitate through listening, empathy, and unconditional positive regard • Not skill oriented, more attitude-oriented

  6. T-groups in organizations • Recreate Rogerian conditions • Key processes • Unfreezing habitual routines: silent leader • Self generated change • Experiment with new behaviors • Practice description not evaluation • Refreezing (reinforce new behaviors in groups)

  7. Applications to organizations • Is unconditional positive regard possible? • Even if individual has potential, does she have knowledge and skill to change? • Evidence for effectiveness unclear: • Individual changed but organization has not • Learning cannot be exported • Creating T-group situation is not enough

  8. Ladder of inferences Theories Personal meaning Cultural meaning Observable data Model II Skills • Advocate: State inferences clearly • Illustrate: provide data • Inquire: check meanings • Test: allow refutation

  9. Communication at Cypress Semiconductor • Are you on schedule? • No. • How far off schedule are you? • 10 weeks. • What is the primary reason for your slip? • Design complications. • What have you changed in your routine or spec so that this won’t happen again?

  10. Cypress Semiconductor • Question-driven communication • Puts power in hands of questioner • Relies on hierarchical structure • Value on honesty, integrity, commitment • Information is potentially lost • Uncomfortable for many organization members

  11. Microsoft • Precision Questioning • Students at the University of Michigan are becoming better writers. • Test assumptions and causal reasoning • Demands “ego strength” • Relies on assessment of credibility • Breaks basic rules of conversation and politeness

  12. Intel • Constructive Engagement • Don’t come to meeting without an opinion • Be prepared to argue for your opinion • Be prepared to change your mind • Be prepared to change the minds of others • May the strongest idea win • Counters emphasis on personality or status

  13. Summary • Tools attempt to maximize authentic exchange of information • Emphasize individual reflection, responsibility and accountability • Difficult to learn because violate many conversational rules • Practice helps counter defensive routines with new communication skills

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