Unformatted text preview: CLIMATE ESSAY 1 Climate Essay Lillian Calabro CLIMATE ESSAY 2 Climate Essay Employees and employers must all strive to educate themselves on effective listening skills. Focusing on listening in the workplace will create positive relationships with the people you work with and the people you work for. It is important that employers, especially superiors, teach themselves to concentrate entirely on what is being said to them without letting other thoughts encroach on the process. It is very easy to be distracted when in a conversation at the workplace. There are many auditory, visual, or physical noises that can distract a person from paying attention while in a conversation. Active listening is a skill that requires the person being spoken to, to not only listen, but to also provide detailed feedback to the speaker on what he or she has heard. In order to provide feedback, the listener must pay close attention to the detail of their conversation while assessing and observing the person’s body language and behavior. The non-verbal communication is just as important, if not more important, than verbal communication. Sometimes a person should restate what the speaker said to them before responding, in order to assure them that they heard what they said. Presenting an attitude that shows you care about what is being said to you proves you are listening intently. When someone knows you are listening attentively to them, it raises the level of trust between the two of you. If workers feel like employees and superiors can be trusted, performance boosts in the workplace and positive employee relationships are built. Leaders need the skills necessary to listen actively to each other about tasks at work in order for the work to move at a faster and more productive pace. A person who is a good listener learns from what is being said to them, making them able to use what they have learned and make fewer mistakes. Less mistakes at work mean less “do-overs” at work. CLIMATE ESSAY 3 It is natural for people to feel defensive when they feel that they are under attack. Criticism and arrogant attitudes are known to produce defensive reactions in people, causing them to exert a considerable amount of energy attempting to protect themselves. A conversation becomes a confrontation when either party becomes defensive. In most cases, defensive behavior from one person provokes defensive behavior from the other person. People can become defensive if they feel someone is trying to control them or impose their views on them. Hiding or disguising true motives from people, not caring about their welfare, or acting better than them can create a defensive communication climate. For example, if a manager tells an employee what to do without taking the time to listen to that employee’s opinion, that employee may become defensive. Their work ethic and their respect for employees within the company they work for may decrease. A supportive communication climate is a more positive alternative to communication that uses behaviors that can bring out defensiveness in employers. Evaluating another person makes them feel judged. Instead of communicating in a critical manner there are ways to describe a concern to an employee, supervisor, or co-worker. Barking orders at people may seem to get results, but the quality of work will suffer from employees who feel disrespected by their superiors. If superiors seek to keep relationships running smoothly in the workplace, it is vital that they show empathy and understanding towards employee’s motives, situations, and feelings. A willingness to accept ideas other than your own shows people that you respect and value them as a part of the company they are employed through. For instance, instead of passing judgment and telling employees what needs to be done, mutually solving problems and collaborating can prove more effective. CLIMATE ESSAY 4 Active listening and effective communication are qualities that all employers and employees should take the time to learn and acquire. The quality of work suffers in a defensive communication climate, and there is no one who benefits from the effects that it has on the workplace. In conclusion, other qualities such as active listening, problem orientation, flexibility, empathy, understanding, and other attributes of a supportive climate are necessary for any productive and successful business. References Doyle, T. (2004). Defensive and Supportive Communication Climates. Communication Unbound. Retrieved from http://wps.ablongman.com/ab_doyle_communbound_1/13/3532/904232.cw/index.html Hassan, B., Maqsood, A., & Muhammad, N. R. (2011). RELATIONSHIP BETWEEN ORGANIZATIONAL COMMUNICATION CLIMATE AND INTERPERSONAL CONFLICT MANAGEMENT STYLES. Pakistan Journal of Psychology, 42(2) Retrieved from http://search.proquest.com/docview/1015779018? accountid=35812 Keyser, J. (2013). Active listening leads to business success. T + D, 67(7), 26-28. Retrieved from http://search.proquest.com/docview/1418438308?accountid=35812 Mooney, L. (2015). How Listening Can Improve Workplace Performance. The Houston Chronicle. Retrieved from http://smallbusiness.chron.com/listening-can-improve-workplace-performance13262.html ...
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A Communication climate refers to the tone of the relationship as expressed by the verbal and non-verbal messages between people. The communication climate is created by the way people feel about each other.
A positive communication climate is created when people feel they are valued. In a positive communication climate people interact confidently and courteously. Their relationships are built on openness, honesty and trust which comes from the goodwill they feel towards one another. People are willing to speak with others, to listen carefully, ask questions and offer feedback. Information and ideas are conveyed accurately.
A negative communication climate is created when the contribution of individuals is not appreciated. A negative climate makes it difficult for people to get and give information and to take action, because it is hard to communicate. People feel uncomfortable and unwilling to interact. Consequently, they are less willing to ask questions, or offer ideas and feedback, and are more inclined to wait and see what happens. The accuracy of the communication declines and interpersonal relationships are less effective in a negative communication climate.
Empathy is the ability to understand and feel as the other person feels. Those who are able to show empathy have the skill to let others know their message has made contact, and the ability to respond appropriately. Empathetic people have the skill to:
- attend to what is said
- retain objectivity and distance
- recognise non-verbal cues about the feelings of others
- understand the content part of the message
- understand the feelings in the message
- communicate their understanding to others.
Empathy enhances the communication climate. The tone of the communication is positive and the communication is about what is happening now. Communication is about the needs and interests of the people communicating.
The win-win approach to communication is about concentrating on the needs and interests of the people communicating. Rather than winning positions or gaining victories over the other person, the win-win approach lets you gather or give information in a way that creates a positive communication climate and results in accurate information transfer. The communication is more likely to get things done and to maintain and build goodwill because each person understands the needs and interests of the other.
At work, people may learn a lot or very little about their colleagues. It depends on how much people are willing to disclose about themselves. Self-disclosure involves showing how you react and feel about the present situation and giving any information about the past that affects this reaction; in this way, you allow others to know more about you. This openness comes from an acceptance and appreciation of yourself. Others come to understand you by knowing how you react.
Self-disclosure does not mean you have to reveal intimate details about your past. It means sharing ideas and feelings. As you self-disclose, you also provide feedback to others on how their behaviour is affecting you. The amount of self-disclosure is affected by the communication climate. In a positive climate people disclose more, in a negative climate they disclose less.
Both self-disclosing and feedback increase understanding and lead to more open communication. This allows you to establish closer, more satisfying relationships at work, and in your social and family life.
Effective Interpersonal Communication
Interpersonal communication takes place in the workplace whenever two or more people interact on a one-to-one basis or in small groups. When the actions taken as a result of your communication match your intentions, your interpersonal communication is effective. The message is received accurately. Others perceive your message . as you intend it to be received.
Workplace relationships built on effective communication work well. Those built on poor communication do not work so well. People who operate effectively in interpersonal relationships at work and elsewhere possess five general qualities. These qualities are supported by specific interpersonal skills, as follows.
Openness – is the capacity to respond frankly and spontaneously to people and situations, and the ability to acknowledge your own feelings and thoughts.
Empathy – is the ability to understand and feel as the other person feels. Empathy enables you to hear the unsaid and understand the other’s thoughts.
Supportiveness – is the ability to supply descriptive and spontaneous feedback to another person in a provisional or tentative manner. A provisional or tentative manner shows that your mind is open to other ideas and indicates a willingness to change your opinion.
Positivenes – s is the ability to communicate in a confident way while also acknowledging the other person.
Equality – describes a communication climate that recognises each person in the interaction as worthwhile, with something to contribute.
Confidence- is the ability to feel comfortable with the other person and the situation.
Immediacy – refers to the sense of contact the listener receives from the person communicating. It refers to what is happening ‘here and now’.
Interaction management – refers to the balance between the sender and listener as each acts on the other. In an effective interaction, both parties are satisfied.
Expressiveness – refers to involvement-both as sender and receiver-in the interpersonal interaction. Give appropriate and informative feedback during the interaction.
Other-orientation- is the ability to attend to and informative feedback during the interaction