In fact, a relationship with frequent conflict may be healthier than one with no observable conflict. When conflict occurs, the relationship may be weakened or strengthened. Thus, conflict is a critical event in the course of a relationship.
Emphasis on High Quality Goals 3. Supportiveness To build a supportive communication climate you need to send messages that acknowledge effort, creativity, and teamwork. A supportive communication climate allows for a better exchange of information and a more positive work environment.
According to psychologist Jack Gibb, the following behaviors help to create a supportive climate, in contrast to a defensive climate, which is the opposite of supportiveness: To express respect for the worth and value of other people and their abilities and competence.
To present your own position as an opinion and not as a demand for the other person to do things your way.
When problems occur to look for solutions rather than to try to find someone to blame.
To work together to seek a common solution rather than having any preconceived correct way of getting a job done. To be open and free of deception, rather than having hidden motives and hidden agenda.
Being non-manipulative with others. To approach problems with mutual respect and trust, rather than looking at others as inherently inferior. This does not mean that you need to disregard hierarchical differences, but that you attach little importance to differences in power and status.
Participative Decision-Making To create a positive communication climate you need to engage people in the decision making process. You can do this by having employees participate in identifying and solving problems that affect them and their working conditions.
Participative decision-making means that you assist your employees in setting standards and goals for the work they do. You can also allow employees to develop and establish methods of doing their jobs so that they can take ownership in the work that they do.
To make participative decision-making successful you will need to concentrate on issues and problems over which your employees have some control.
By focusing on areas where they can have no impact can only lead to frustration and disappointment.
Participative decision-making means that you cannot dictate to your employees how to do their jobs. Micromanagement is the antithesis of participative decision-making. However, the process of participative decision-making is not simply handing decisions over to employees, but rather you need to train and coach them to be able to make better decisions, set and reach realistic goals, and perform their jobs more effectively and productively.
Such training and coaching will also help in the longer-range employee development process. Another advantage of participative decision-making is that employees are much more committed to outcomes that they have had a part in creating.
When people have been a part of the decision making process, they are much more willing to see those decisions through to a successful conclusion than if the decisions were imposed upon them.
Manager and leaders do not automatically enjoy trust; they must earn it. Trust is crucial to motivating employees because, in general, people are unwilling to do their best work for someone they do not trust. Additionally, trust is central to the organizational and communication climate.
If trust deteriorates, so too will the positive climate you have worked to create leading to hoarding of information; distortion of messages will likely occur as will deception, low morale, suspiciousness and close-mindedness.
Trust is also crucial in minimizing message distortion. The more employees trust their manager, the more they send messages that are more accurate. Employees that distrust their managers distort their messages, especially in making themselves look good and in minimizing any problems they are having.
We need accurate information to make good decisions. Building trust is one way of obtaining more accurate information. Trust, then, is at the top of leadership skills, but it is also runs two-ways.
The leaders must trust the subordinates in order to expect the subordinates to trust them and vice versa. This growing reservoir of trust can be drawn upon to achieve other important organizational goals.Although the theory of communication privacy management and social influence theory explicate the factors that may influence PLWH's communication behaviors regarding their health status, the theories rarely address uncertainty and information behaviors in the process of interpersonal communication.
Also, relatively little is known about the process of matching treatments (including CBT) to individual people. Skilled practitioners, though, are generally able to adapt CBT to a . Therefore, learning and using interpersonal communication skills within the workplace is an important activity for the student.
Good communication in the workplace begins with respect for other coworkers and a willingness to be team player. A counsellor can encourage a client to continue to talk, open up more freely and explore issues in greater depth by providing accurate responses through encouraging, paraphrasing and summarising.
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Interpersonal Communication Overview - Nonverbal communication is a part of the process of interpersonal communication that sends messages without using words or phrases.
It uses body posture, facial expressions, hand and arm gestures, posture, and even eye contact.