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Chapter 8
Interpersonal
Communication
Objectives
Understand the transactional model of
communication
List common sources of distortion in
communication
Identify gender differences in communication
Identify cultural differences in communication
Describe and identify the five response styles
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -1
…Objectives
Explain how to create a non-defensive
communication climate
Recognize assertive communication and
utilize I-statements
Improve your active listening skills
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -2
Communication - Defined
Communication is the process by which
information is exchanged between
communicators with the goal of achieving
mutual understanding
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Transactional Model of
Communication
A’s Field of
Experience
Shared Field
of Experience
and Symbolic
Interactions
over Time
Communicator A
Noise
Communicator B
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
B’s Field of
Experience
8 -4
Noise - Defined
Noise is anything that interferes with the
intended communication
Three types of noise:
Environmental
Physiological
Emotional
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Noise
8 -5
Arc of Distortion
A
Sender
What A intends to communicate
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
B
Receiver
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Sources of Distortion Barriers to Communication
Poor relationships
Lack of clarity
Individual differences in
encoding/decoding
Gender
Perception
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -7
…Sources of Distortion Barriers to Communication
Culture
Misinterpretation of nonverbal
communication
Defensiveness
Lack of feedback and clarification
Poor listening skills
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -8
Meaning Lies in People not
Words
People are unique so they encode and
decode messages differently
Only 7% of meaning comes from words –
55% comes from facial expressions and
posture and 38% from vocal intonation
and inflection
Words have different connotations for
different groups
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -9
Gender Differences in
Communication
Women
Men
 Concern: connect
 Maintain relationships
 Seek and give
confirmation and support
 Aim for consensus
 When arguing, ask more
questions and agree
more; challenge less
 Concern: status
 Being one up/not
one down
 Aim for dominance
Gender
Role
Stereotypes
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -10
Gender Differences and Power
Men and people of high status talk more than
women and people of low status
In formal meetings, men are more likely to:
 gain and keep the floor for more time, regardless
of status
 interrupt others
But some women
 control the topic
in powerful positions
 redefine what women say
also interrupt
others
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -11
Women Are More Likely To...
 Be interrupted when they speak
 Use qualifiers (maybe, perhaps, sort of)
 Use disclaimers (I’m not really sure…)
 Phrase orders politely
 Frame orders as questions
 Use intensifiers
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -12
Cultural Communication
Styles
Low versus high context
Direct versus indirect
Self-enhancement versus self-effacement
Use of silence and nonverbal gestures
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -13
Low Vs. High Context
Low-Context
 Relies on explicit verbal
messages
 Onus on sender to craft and
transmit a clear message
 Found in individualistic
cultures
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
High-Context
 Relies on information
in the physical context
or internalized in the
person
 Onus on listener to
“read” meaning into
message
 Found in collectivist
cultures
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Direct Vs. Indirect
Direct
Explicit messages
Forthright tone of
voice
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Indirect
Implicit/camouflaged
messages
Verbal statements
hide speaker’s
meaning
8 -15
Self-enhancement Vs.
Self-effacement
Self-enhancement
Boast about
accomplishments
and abilities
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Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Self-effacement
Emphasize humility
 Modest talk
 Verbal restraints
 Hesitations
Self-deprecation
8 -16
Silence and Nonverbal
Gesture
Interpreted differently across cultures:
 Silence
 Respect
 Disapproval
 Harmony
 Lack of understanding
 Nonverbal gestures
 Body movements
 Facial expressions
 Tone of voice
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -17
Response Styles
Evaluative
Interpretive
Supportive
Probing
Understanding
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
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Defensive/Non-defensive
Communication Climates
 Defensive Climates
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
Evaluation
Control
Strategy
Neutrality
Superiority
Certainty
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
 Supportive Climates






Description
Problem orientation
Spontaneity
Empathy
Equality
Provisionalism
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Assertiveness Defined
The ability to communicate clearly and
directly what you need or want
Nonassert ive----Assertive----Aggressive
(No influenc e) (Positive
(Negative
influenc e) influenc e)
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -20
I-Statements
Behavio
r
Effect
Feeling
Organizational Behavior: An Experiential Approach 8/E
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8 -21
I-Statements
When you come late to class, it
disrupts what’s going on and we have to
stop to orient you and figure out what
group you should join –
and that’s annoying
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -22
Congruent Communication
Thoughts
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Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Feelings
8 -23
Active Listening
 Being non-evaluative
 Paraphrasing
 Reflecting implications
 Reflecting underlying feelings
 Inviting further contributions
 Using nonverbal response
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -24
Communication Channels
 Rich communication
(multiple channels):
 Lean communication
(limited channels):
 Verbal
 Visual
 Nonverbal
 Emotional
e.g., face-to-face
 Language alone
e.g., e-mail, emoticons
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
8 -25