bc_lect communication-style bias

Communication Styles

• Communication Style – is the patterns of behaviour that others observe– The “you” that is on display every day– Voice patterns, eye movement, facial

expression, and posture are some of the components

Communication Style Principles

1) Individual differences exist and are important

2) A communication style is a way of thinking and behaving

3) To create the most productive relationships, it is necessary to get in sync with the communication style of the people you work with.

Communication-Style Bias

• Communication-style bias is– A state of mind experienced when we have

contact with another person whose communication style is different from our own.

– Makes building rapport difficult.

Communication-Style Model

• The four basic communication styles are based on two important dimensions of human behaviour:– Dominance – the tendency to influence or

exert one’s will over others in a relationship

– Sociability – reflects the amount of control one exerts over emotional expressiveness

Communication Style Models

Low HighDominance continuum

The Dominance Continuum reflects the tendency to influence others in a relationship.

•Cooperative •Eager to assist•More assertive

•Advise freely•Initiate demands•More aggressive

Communication Style Models

Sociability Continuum reflects the amount of control one exerts over emotional expressiveness. People who are “high” express their feelings freely, while people who are “low” tend to control their feelings.

Sociability continuumLow High

•Reserved•Likes to be alone

•More formal

•Outgoing•Seeks interaction

•Less formal

Communication Styles

High dominanceLow dominance

High sociability

Low sociability

Emotive Style

High dominanceLow dominance

High sociability

Low sociability

Emotive

Emotive Style

Emotive Communication Style displays characteristics such as activity, social initiative, encouragement of informality, and expression of emotional opinions.

• These communicators may be stimulating, excitable, persuasive, and dynamic.

Director Style

High dominanceLow dominance

High sociability

Low sociability

Emotive

Director

Director Style

The Director Communication Style characteristically is businesslike, serious in

attitude, likes to maintain control and strongly opinionated.

• Directors appear very busy & not listening, & may be aggressive, impatient, & intense, but determined.

Reflective Style

High dominanceLow dominance

High sociability

Low sociability

Emotive

DirectorReflective

Reflective Style

Reflective Communicators typically control their emotions, display orderliness, express measured opinions, and may be aloof.

• They may appear preoccupied and stuffy, however they are precise, disciplined and industrious.

Supportive Style

High dominanceLow dominance

High sociability

Low sociability

Emotive

DirectorReflective

Supportive

The Supportive Style

Supportive Communicators typically appear to be quiet and reserved.

They are attentive listeners and make decisions in a thoughtful and

deliberate manner without the use of power.

• They may be passive & relaxed, yet sensitive and patient.

Talking to “Emotives”

• Be enthusiastic• Take time to establish

goodwill• Back off on facts &

details• Support their opinions

and ideas• Ask questions & listen

attentively

Talking to “Directors”

• Be businesslike• Be efficient, to the

point• Be organized• Use facts & figures• Ask specific questions

related to the key issues

Talking to “Reflectives”

• Be prompt & organized

• No nonsense, businesslike approach

• Show proof and documentation

• Never pressure them to make a quick decision

Talking to “Supportives”

• Try to build a social relationship

• Listen carefully

• Professional, but friendly approach

• Offer personal assurances and support

• Be patient

• Avoid conflict if possible

Avoiding

Competing

Compromising

Accommodating

Collaborating

Focuson

Results

Focus on Relationships

High

High

Low

Low

Dealing with Conflict

Avoiding

• Low results / Low relationship

• Do not want to deal with conflict

• Buys some short-term time

• Problem might go away?

• Causes frustration / injures reputation

• Wastes time / effort / energy

Competing

• High results / Low relationship• Believe in win / lose• Don’t consider implications of actions• Hard to meet needs in the future• Incomplete results• Suggested tactic when safety / survival is

at stake

Accommodating

• High relationship / Low results

• Other person first

• Prudent when others have power or outcome is not important

• Not recommended when outcome is critical

Compromising

• Medium results / Medium relationship

• Offer value to get value

• Often better than trying to force your optimum outcome

• Recommended if outcomes are not critical – relationship is

• Impacts negotiation styles / tactics

Collaborating

• High results / High relationship

• Takes more time / effort

• Must show respect / listen / empathize

• Requires flexibility / creativity

• Outcomes have higher chance of implementation