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    Purposive Communication

    Uploaded by

    Godwin De Guzman
    Purposive communication is vital to explore and understand.

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    © All Rights Reserved
    Download as PDF or read online from Scribd

    Purposive Communication

    Uploaded by

    Godwin De Guzman
    82 views22 pages
    Purposive communication is vital to explore and understand.

    Original Title

    PURPOSIVE COMMUNICATION

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    © © All Rights Reserved

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    Purposive communication is vital to explore and understand.

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
    Download as pdf
    82 views22 pages

    Purposive Communication

    Uploaded by

    Godwin De Guzman
    Purposive communication is vital to explore and understand.

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
    Download as pdf
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    Following are 10 criteria for effective feedback. You may not need to concer yourself with all of them and may find yourself focusing on a cluster of. 405 which, are problems EFFECTIVE FEEDBACK INEFFECTIVE FEEDBACK Describes the behaviour which led to the feedback- ‘You are finishing my sentences for me..? Comes as soon as appropriate afer the behaviour - immediately if possible, later ifevents make that necessary (something important going on, you need time to cool down etc) Is direct, from sender to receiver Uses evaluative / judgmental statements. ‘You're being rude! Or generalized ones. “you're trying to control the conversation’ Is delayed, saved up, and dumped. Induces guilt and anger in the receiver, because after time there is not usually anything he can do about it. Indirect, ricocheted- Tom, how do you feel when Jim cracks his knuckles? - also known as let’ you and him fight Is owned by the sender, who uses ‘I’ messages and takes responsibility for his thoughts, feelings, reactions, Ownership is transferred to ‘people, the book, ‘upper management, etc Includes the senders real feelings about the behaviour, insofar as they are relevant to. the feedback- ‘T get frustrated when I'm trying to make a Point and you keep finishing my sentences? Feelings are concealed, denied, misrepresented, distorted. One way to do this is to ‘transfer ownership, Another Way is to smuggle the feelings into the interaction by being sarcastic, sulking, competing to see who's right, etc. fs checked for clarity, to see that the receiver fully understands whats being conveyed. Not checked. Sender either assumes clarity or - fairly often- is not interested in whether receiver unders FN Semen CON ot) Asks relevant questions which seek information, with the receiver knowing why the information is sought and having a clear sense that the sender does not know the answer. ‘Asks tions which are really statements-'Do you think I am going to let you get away with that?” or which sound like traps- ‘Do you behave that way at home too?” Specifies consequences of the behaviour - present and/or future- ‘If you keep finishing my sentences I won't want to spend much time talking to you in the future’. Provides vague consequences- “That kind of behaviour is going to get you into trouble. Or specifies no consequences- ‘you shouldn't do that’ Is solicited or at least to some extent desired by the receiver. Is imposed on the receiver, often for his own good. 10 Refers to behaviours about which the receiver can do something, if he wants to. Refers to behaviours over which the receiver has little or no control the COMMUNICATION STYLES IN VARIOUS MULTICULTURAL CONTEXTS i i has. unique style of communicatin As previously mentioned, each person has au ; which may depend not only on his/her linguistic ability but also on his/her SD ae anny. Some EA era RES SEPT Some always seem formal, while some have a lot of introduction before getting to themain point Commins ets the choices pope make andthe sategsor Golsthepuslintherprocesofcommunicaiop. syle may sometimes depend on the demands of the communicative situation, as well as on the needs and requirements of the target recipients of the information. Each suk has two dimensions: the (1) @SS@riVERESSHIeVEl and the (2) /hich is shown in the Communication Styles Matrix below. High Ematir igh Emotions Displays Emotions Low expressiveness Low Assertiveness Im LES SCANNER PRO. THE COMMUNICATION STYLES MATRIX The model, developed by Dr. Eileen M. Russo, shows four different communication styles (direct, spirited, systematic and considerate), categorized further into two different dimensions (level of assertiveness and level of expressiveness). All of these must be considered because people with diferent cultural contexts tend to have varying levels and styles of communica People who are categorized within the assertive communication level tend totell or instruct others iwhat to do and sometimes even how to doit, while the less assertive styles usually tend to be on the receiving end, often asking for guidance, {instructions or directions. On the other hand, people who fall under the expressive Jovel usually show their rel feelings and emotions through facial expressions, tone of voice, or language use. The less expressive ones tend to either hide thei feelings or exert some effort for these feelings not to sho “The combination of these levels result to the basic communication styles: High Expressiveness + High Assertiveness spirited = Considerate = High Expressiveness + Low Assertiveness Direct = Low Expressiveness + High Assertiveness Systematic = Low Expressiveness + Low Assertiveness ‘Tips for People with a Spirited Communication Style 1. Respect decisions and agenda that have been agreed upon, as well s time limits during meetings or any communicative situation. 2 Try w limit your sharing of personal anccdotes that may take the discussion off-topic. Make sure you are allowing others to contribute their ideas and Suggestions and that you are genuinely Iistening to them. 14, Bebrtain that any request you make is lear and that you convey the reason for such request. 5, Communicate your appreciation for others work and input “Tips for People with a Considerate Communication Style 1, Recognize that other peoples opinions about a topic are separate from their opinions about you. 2, Realize that not everyone is comfortable discussing personal topics with colleagues. Yilow others to open personal matters before asking questions of that nature. 3 7S Seem hin SCANNERPRO. ct of others. inion as you respect that o B_Respect yo ont ave to be riers with everyone butyoy See aae others and be treated ~ professionally. Tips for People with a Direct Communication Style hers. Avoid interrupting. ake an effort to listen carefully to ot Axe ane far ‘hatting’ at the beginning of a meeting, Recognize that others may also feel the need to express themselves, Recognize that brainstorming can be effective and is not a waste of 5, Take'some time to show your appreciation for others’ contributions Tips for People with a Systematic Communication Style 1. Recognize that for good working relationships, consideration for others’ felings is important. 2 Learn to ask qualifying questions that will help you get the information you need. 3. Make sure you understand the background of the discussion or scope of the conversation so no time is wasted. 4. Politely ask other questions about themselves if you want to build rapport. 5. If you need to ask for more time to know, analyze or discuss something, explain the benefit of the information you need to know. Ethics in Communication Std be Communication is ethical communication, Communication is foci belicfeana a Settine, open, cooperative and sensitive to one’s cultural and to any organ ee thereisan intent conceal the truth, or bring damage unethical. Daioh Broup or individual person, communication is considered table en teh tte is no intent to harm, but damage 4 3

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