Transcript Communication in the Workplace: Developing Relationships

Edwin Hamada
Kari Fass
Department of Residence Life
February 17, 2010
Introduction
 Why This Matters
 Who We Are:
 Edwin Hamada, Associate Director of Residence Life
([email protected])
 Kari Fass, Assistant Director of Residence Life
([email protected])
 Who You Are
Personal Case Study Part I
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How would you describe your general communication style?
Another way to think about this is to consider what communication
style is most comfortable to you.
How do you think others would describe your communication style?
What style of communication does your family tend to rely on?
Where did you grow up? How would you describe communication
styles in that location?
Early in your career, what kinds of work environments were you in?
What types of communication were valued or devalued?
In what ways do you feel you have had to adapt your communication
style (already) to be successful in your current work environment?
Where else do you think you received relevant messaging about how
to communicate?
Personal Case Study Part I: Edwin
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Quiet/reserved in a large group, Playful if you know me.
Silly. Appropriate (most times) use of humor to lighten
the group.
Very Japanese. SoCal Japanese American Nisei male
Residence Life in Cali = Assertive, self promoter
More direct, less deferring
Trainings throughout the years in communication,
diversity, etc.
Personal Case Study Part I: Kari
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Blunt with good intentions – listens deeply and
summarizes often
Light hearted, direct, compassionate;
Loud = Chicago; Direct = Mother;
Uses analogies and stories = Theatre Degree & Radio
Internships;
Adapted style with reminders to speak low and slow
at times as well as identify steps in a process;
Lots of crisis response trainings in Student Affair
career
Knowing and Reading Others
 What Impacts Communication
 Iceberg
Assumption Making
 Try to think of 2 experiences where an assumption
was made about another person that was useful or
productive.
 Try to think of 2 experiences where an assumption was
made about another person that was
counterproductive or overly relied upon.
Tool Box Review
 “Skill Development” (handouts)
 Sender-Receiver
 SOLER/Nonverbal Communication
 “I” Statements
 Group Dynamics
 Active Listening Skills
Paraphrasing and Reflecting
 Think about a time when you had a difficult or
frustrating time communicating with someone at
work. You will be sharing the example with a partner
so please keep this anonymous.
 Briefly describe the situation.
 What feelings were you experiencing as you were going
through the situation?
 What assumptions were made that might have had an
impact on the situation?
 How did the situation end or get resolved?
Personal Case Study Part II
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What was the goal of this interaction, as you saw it?
Describe your relationship with the person that you had a difficult or
frustrating interaction with.
In this conflict, how would you describe the other person’s communication
style?
What do you KNOW about what they value, either related to communication
or just in general?
What might be relevant to the situation that went unsaid?
What frustrated you about their style? What would you have appreciated
getting from them?
What do you think they were wanting to get out of the communication? How
do you think they prefer to be approached?
What are some ways that you could flex to help them get what they need out
of the situation?
Reflecting back on this situation and replaying it from the beginning, what
“tool box” skills could you employ to help navigate and resolve this situation?
Nudging Questions…
 I also wonder if the other person felt…
 Have you considered a different approach such as…
 It sounds to me like the other person might have been
feeling….
 Did you ask the other person ________?
 What was more important to you in that moment:
_________ or __________?
 From that story, it seems to me that you deeply value….
Summary
 Why it Matters
 Knowing & Reading Others
 Tools
 Being an Adaptable Communicator
WSU employees attending
this session via
videoconferencing
and who wish to have it
documented on their training
history
must notify
Human Resource Services
within three days of the
session date:
[email protected]