Chapter Review Looking Back: Summary of Learning Objectives 1. Understand the concept of communication style and its effect on interpersonal relations. Communication styles are our patterns of behaviors that are observable to others. Each of us has a distinctive way of responding to people and events. Communication style bias is likely to surface when you meet someone who displays a style distinctly different from your own.
2. Discuss the major elements of the communication style model. The communication style model is formed by combining two important dimensions of human behavior: dominance and sociability. Combinations of these two aspects create four communication styles—emotive, directive, reflective, and supportive. 3. Identify your preferred communication style. With practice you can learn to identify your communication style. The starting point is to rate yourself on each scale (dominance and sociability) by placing a checkmark at a point along the continuum that represents how you perceive yourself. Completion of the dominance and sociability indicator forms will help you achieve greater awareness of your communication style. You may also want to ask others to complete these forms for you. 4. Improve communication with others through style flexing. A third dimension of human behavior—versatility—is important in dealing with communication styles that are different from your own. You can adjust your own style to meet the needs of others —a process called style flexing. We must keep an open mind about people and be careful not to use labels that make them feel typecast or judged. Keeping an open mind requires more thought than pigeonholing does. Chapter Review Key Terms unconscious bias mirroring communication style communication-style bias personality dominance dominance continuum sociability continuum sociability communication style model emotive style
directive style reflective style supportive style intensity zones excess zone versatility style flexing Chapter Review Career Insight An organizational consultant noticed something unusual during a visit to a large engineering firm. Most employees wore plastic name tags with large capitalized letters after their names: Sue Banson ENFP or Raymond Bloom INTJ. Every employee in the company had completed the Myers-Briggs personality inventory. Each employees' four-letter personality description was on display so coworkers could quickly understand their personality type. Good idea? This approach will create problems if employees assume the labels of any personality test tells them everything they need to know. The Myers-Briggs personality descriptor is just the tip of the iceberg. Source: Judith Sills, “When Personalities Clash,” Psychology Today , November/December 2006, pp. 51–62. Chapter Review Try Your Hand 1. Jimmy Fallon is a popular late night comedian. Consider the behaviors he displays on his show, and then complete the following exercises: 1. On the dominance continuum, place a mark where you feel he belongs.
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