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Communication II: Creating effective communication Relationships 2D Space Natural (spontaneous) Self presentation Manipulative (Objectives not Shared) Not a lot Authentic (Full exchange) Social influence Motivation If you want it, have to design it Deliberate (planned, thought-out) Communication Tools • • • • • T-group model Argyris: Model II communication Military model -- Cypress Semiconductor Precision Questioning -- Microsoft Constructive Engagement -- Intel How to move up? Experimenting Opening 3,600 Owning Not experimenting Not opening Not owning 34,000 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 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) 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 Model II Skills Ladder of inferences Theories Personal meaning Cultural meaning Observable data • • • • Advocate: State inferences clearly Illustrate: provide data Inquire: check meanings Test: allow refutation 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? 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 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 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 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