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nullnullAuthor: Kim SoskinCommunication StylesApril 1998Copyright© 1998 Bain & Company, Inc. Reviewer: Dianne Ledingham Liz Ramos Cartha O’Hare Kara Gruver AgendaAgenda Can You Use This Module? How Communication Works Communication and Perception Styles in the Workplace Communicating at Bain Understanding Your Individual Style Managing Communication at BainOverviewOverview For communication to be effective, the listener must receive the message the speaker transmits in the way the speaker intends Communication breaks down if the listener and the speaker do not share the same communication style what is transmitted is not what is received You can increase your effectiveness in communicating by: understanding your listener’s communication style expanding your ability to communicate in your listener’s style Understanding your audience is key for successful communicationAgendaAgenda Can You Use This Module? How Communication Works Communication and Perception Styles in the Workplace Communicating at Bain Understanding Your Individual Style Managing Communication at BainCan I Use This Module?Can I Use This Module? Audience Communicators: anyone who wants to increase communication effectiveness individuals experiencing difficulty communicating in Bain’s predominant style Managers: anyone who manages a Communicator This module is designed for two audiencesCan I Use This Module? (Objectives: Communicators)Can I Use This Module? (Objectives: Communicators) Understand impact of communication style on performance Identify the elements of communication styles Recognize the primary communication style at Bain characteristics value Assess your communication strengths/weaknesses in Bain environment Identify means to build skills personal internal/external resourcesThere are five objectives for communicators:Can I Use This Module? (Objectives: Managers)Can I Use This Module? (Objectives: Managers) Clarify the impact of communication style on the perception of performance Address style concerns during appraisal/coaching sessions Describe Bain’s primary style characteristics and value Assess individual’s style characteristics in Bain environment Provide alternatives to increase effectivenessThere are six objectives for managers: Can I Use This Module?Can I Use This Module? Prepare extensively, meticulously -- and then say nothing? Wait -- and wait and wait -- for someone to ask your opinion? Or for a pause in the discussion to make your point? Make sure whatever you say is 110% accurate or else say nothing at all? Feel like it’s a war instead of a caseteam meeting?If you answer “yes” to any of the following questions, this module will be useful to you as a communicator: Listen incredulously as someone else takes credit for your ideas? Find yourself interrupted constantly? Present solid, well-thought out ideas only to have them attacked? Dread that you will be asked something you don’t know? At caseteam meetings, do you:Can I Use This Module?Can I Use This Module? If you answer “yes” to any of the following questions, this module will be useful to you as a communicator: At caseteam meetings, do you:Marvel at the confidence of your team members? (Particularly those who were significantly less prepared than you) Know if you could just talk to your manager one-on-one then you could explain yourself? “You have to speak up more” “You should be more direct” “You just don’t seem confident” “Don’t worry if your ideas are perfect, just get something out there” “Have you thought about signing up for a communication workshop?”In performance reviews, do you hear:Can I Use This Module?Can I Use This Module? “You have to speak up more” “You should be more direct” “You just don’t seem confident” “Don’t worry about whether your ideas are perfect, just get them out there” If you are planning to give any of the following advice in an upcoming coaching meeting, this module is important for you as a manager: “I’m not sure you’re ready to work with the client” “I’m not sure you’re ready to be promoted” “I’m not sure about your future at Bain”AgendaAgenda Can You Use This Module? How Communication Works Communication and Perception Styles in the Workplace Communicating at Bain Understanding Your Individual Style Managing Communication at BainProcess Of CommunicationProcess Of Communication Communication: “To transmit information, thought, or feeling so that it is satisfactorily received or understood” Communication is successful only when what you have transmitted is receivedSource: Webster’s New Collegiate Dictionary, G&C Merriam Company, 1995, Process Of CommunicationProcess Of Communication Intention: Transmit MessageSuccessful:Unsuccessful:How Communication HappensHow Communication Happens Communication operates on two levels: message: information, thought or feeling expressed through words Metamessage: information about the interaction relationship, attitude, activity, atmosphere expressed through language usage voice and body degree of directnessCommunication is transmitted on two levels: message and the metamessage. Both must be interpreted accurately for interaction to be successful.Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990; Bateson, Gregory, “Steps to an ecology of Mind”, Ballantine Books, New York, 1972 Understanding MetamessagesUnderstanding Metamessages Metamessages provide the key to interpreting the conversation.Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990; Bateson, Gregory, “Steps to an Ecology of Mind”, Ballantine Books, New York, 1972 Metamessage identifies activity and atmosphere of interaction argument or chat inquiry or challenge Identifies speaker’s assumption of relationship with listener superior/subordinate peer friend/adversary Is conveyed through word usage, body language, directnesshumorous or serious hostile or collaborativeHow Metamessages Provide InformationHow Metamessages Provide InformationSource: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990; Bateson, Gregory, “Steps to an Ecology of Mind”, Ballantine Books, New York, 1972WordsLanguage usage: Form: Function:Choice and combination of words Statement, questions, exclamation Command, inquiry, apology, compliment, etc.BehaviorsVoice: Body:Tone, inflection, pace, pauses, volume, duration Posture, movement, gestures, facial expressions, eye contactDegree of directnessDegree to which meaning is literal or subject to interpretationMetamessage is a combination of words and behavior. To interpret metamessage, consider:Effect of IndirectnessEffect of Indirectness Directness indicates whether what you say is what you mean essential component of metamessage the more indirect the communication, the more need for interpretation greater opportunity for misunderstanding Fundamental element of communication use varies significantly within styles and within cultures Directness is indicated through word choice, voice, and/or body languageThe more indirect a communication, the more likely it will be misinterpretedSource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994Degree of Directness: ExamplesDegree of Directness: Examples Degree of directness affects the meaning of the messageSource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994 What You SayWhat You MeanDirectCould you turn up theheat?§ Could you turn up the heat?IndirectIs it cold in here?§ Could you turn up the heat?§ What’s the temperature herecompared to somewhere else?§ Is the window open?DirectBring me the client list.§ Bring me the client list.IndirectDo we have the clientlist?§ Bring me the client list.§ Why isn’t the client list on mydesk?§ Is the client list done yet?Understanding CommunicationUnderstanding Communication Intention: TransmitInterpret ReceiveorMessage ideas, thoughts, feelings expressed words Metamessage information about the interaction expressed in language usage, behaviors and level of directnessMetamessage ExamplesMetamessage Examples “Can I Help You?”The same words have different meanings when combined with different behaviors. Successful communication depends on accurate interpretation of words and behaviors.Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Smile Direct eye contact Soothing tone Leans toward speaker Open posture Frown No eye contact Impatient tone Turned from speaker Taps fingers on desk Smirk Rolls eyes upward Challenging tone Leans back in chair Arms crossed over chestProcess of CommunicationProcess of Communication Possible combinations of language and behavior are dizzying need “shorthand” process for interpreting metamessage Communication styles provides process patterns of automatic, ritualized behaviors provide predictable process for communication allows quick interpretation message content relationship between participants activity atmosphere Communication style is the “logic” we use to make sense of interactionsSource: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Understanding Style: ExampleUnderstanding Style: Example Style consists of automatic, ritualized patterns of interaction“Hi, how are you?” “Fine, thanks. And you? “Fine.”“May I help you?” “No thanks, I’m just looking.” “Let me know if I can help.”The initial statement signals the beginning of the ritual The following steps complete the shared patternSource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Understanding Style: ExampleUnderstanding Style: Example Ritualized patterns for greeting people you know:Different cultures have different patterns of interaction. They make sense in the culture, but not outside of it.Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Philippines “Where are you going?” “Over there” France “Bon jour” “Bon jour” Accompanied by handshakeUnderstanding StyleUnderstanding Style Our communication style is our characteristic speaking pattern.Source: Tannen, Deborah, “The Power of Talk: Who Gets Heard and Why”, Harvard Business Review, September-October, 1995 Style allows us to consistently predict and respond to metamessage of communication Style is based on culturally learned signals use to convey and interpret meaning negotiate relationships evaluate one another as people Individual style is influenced by: ethnicity gender class geographic region family/community norms age academic backgroundUnderstanding StyleUnderstanding Style Our own style is invisible to us we take it for granted We assume everyone uses the same style we do expect communication will be predictable Style configures how we communicate, but we are unaware of itSource: Tannen, Deborah, “You Just Don’t Understand”, Ballentine Books, 1990 Components of Successful CommunicationComponents of Successful Communication Communication is most successful when styles match message and metamessage accurately interpreted both parties are satisfied However, different people use different styles When styles don’t match, communication can fail interpretation is not accurate pattern is interpreted literally both parties are frustrated one or both may feel they have not communicated Successful communication depends on mutuality of stylesSource: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990When Styles ClashWhen Styles Clash Confusion between intent and effect causes frustration in both partiesSource: Tannen, Deborah, “Talking 9 to 5”, Avon Books, 1994Style Clash: ExamplesStyle Clash: Examples Missing the ritual aspect of style can cause confusion, frustration and even insultSource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 United States: “How are you?” “Fine. How are you?” “Well, my back’s been bad…” Philippines “Where are you going?” “No where. I’m standing here talking to you.” France “Bon jour” “Hey, how’re ya doin?”Increasing Your EffectivenessIncreasing Your Effectiveness Listeners receive best when transmission matches their style Your can increase effectiveness by gaining understanding about your listener’s style expanding personal style to match listener’s style adapting to audience more realistic than expecting them to adapt to you Expanding your style to match that of your listener(s) will improve your communicationSource: DISC Work Style Profiles, (need rest of reference)******* AgendaAgenda Can You Use This Module? How Communication Works Communication and Perception Styles in the Workplace Communicating at Bain Understanding Your Individual Style Managing Communication at BainCommunication and PerceptionCommunication and Perception Source: DuPraw; Marcell E and Axner; Marya “Working on Common Cross-Cultural Communication Challenges; Topsfield Foundation, 1997; Tannen; Deborah; “Talking From 9 to 5”; Avon Books, 1994 Your communication style can impact perception of your competenceSue speaks out in meetings, stating her ideas forcefully, and challenging othersMatch: Sue is confidentClash: Sue is rude and arrogant When styles match, perception of listener is positive When styles clash, perception of listener is often negativeCommunication and PerceptionCommunication and PerceptionSame situation from another perspective has same resultSue focuses her participation in meetings on supporting others’ ideas and asking questionsMatch: Sue is collaborativeClash: Sue is insecure Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994Communication and PerceptionCommunication and Perception Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994Perception becomes the basis for future actionSue speaks out in meetings, stating her ideas forcefully, and challenging othersMatch: Sue is confidentClash: Sue is rude and arrogant “Sue has real leadership potential”“I’m not sure Sue’s got what it takes to lead this team”Communication and PerceptionCommunication and Perception Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994Sue focuses her participation in meetings on supporting others’ ideas and asking questionsMatch: Sue is collaborativeClash: Sue is insecure“Sue has real leadership potential”“I’m not sure Sue’s got what it takes to lead this team”Implications at WorkImplications at Work Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994Your communication often represents your work judgments about work often inferred from how it is presented much of that presentation is in the form of talk When style doesn’t match norms, work (instead of style) may be judged inadequate Missed signals have powerful impact: reduced personal satisfaction reduced opportunities to excel skewed performance assessment In the workplace, your communication style impacts perception of your competenceImplications in the Workplace: ExampleImplications in the Workplace: Example Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994Your communication style can impact perception of your competenceSue speaks out in meetings, stating her ideas forcefully, and challenging othersMatch: Sue is confidentClash: Sue is rude and arrogant “Sue should be promoted””“Let’s wait and consider her for next year”Implications in the Workplace: ExampleImplications in the Workplace: Example Source: Tannen; Deborah; “Talking 9 to 5”; Avon Books, 1994Sue focuses her participation in meetings on supporting others’ ideas and asking questionsMatch: Sue is collaborative, has leadership potentialClash: Sue is insecure, can’t lead team“Sue is the one to handle this new project”‘Sue’s not ready to take on this level of responsibility”AgendaAgenda Can You Use This Module? How Communication Works Communication and Perception Styles in the Workplace Communicating at Bain Understanding Your Individual Style Managing Communication at BainCommunication Styles in the WorkplaceCommunication Styles in the Workplace Every community has a communication norm the “way things are done” many styles may be present in group dominant style becomes group norm Workplaces, like other communities, have communication norms dominant style depends on style of leaders type of industry regional location size of organization client needs work processes Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994 Dominant communication style within a group is its norm Communication Styles in the WorkplaceCommunication Styles in the Workplace Generally two communication styles in an organization hierarchy: organizes relationships in terms of status equality: organizes relationships in terms of connection Dominant style will become organization’s normThere are generally two primary styles in the workplace. They are organized by a focus on hierarchy or equality.Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994 Characteristics of Hierarchy and EqualityCharacteristics of Hierarchy and Equality Both systems organize interactions and relationships -- they just do it differently.Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990, Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994 HierarchyObjective Description ProcessEqualityMaintain equal status in groupEach group member strives to minimize differences by maintaining appearance of equal statusMembers avoid taking center stage, deflect or share attention if they get it, avoid challenges Maintain ranked status in group Each group member strives to be one up by putting others downIndividuals jockey for center stage, challenge those who get it, leader deflects challenge Hierarchy/Equality (Views of the World)Hierarchy/Equality (Views of the World) The world is seen very differently in each system.Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Hierarchy/Equality InteractionHierarchy/Equality InteractionProcess of interaction is also seen very differently by the two systems.Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Function and Focus of Workplace StylesFunction and Focus of Workplace Styles The function of both systems is to organize relationships in terms of both status and connection Their primary focus is differentThe two systems differ in their focus, not their function.Source: Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Styles’ View of Each OtherStyles’ View of Each Other Each style tends to be biased toward own norm, has a negative view of the other, and misses elements that don’t fit their perception of themselves. Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 The Impact of GenderThe Impact of GenderHistorically, workplace was primarily male men tend to communicate in hierarchical style workplace reflects influence many organizations have hierarchical norm Women’s presence introduced new style women tend to communicate in egalitarian style organizations adopt new style to the degree it: reflects style of leaders is represented in organization supports work practices may use style situationally if not used as norm Communications in the workplace reflect the generally different styles of men and women.Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994; Tannen, Deborah, “You Just Don’t Understand”, Ballantine Books, New York, 1990 Understanding Group NormsUnderstanding Group NormsEach of us believes deeply: our norm is the best way to communicate makes the most sense, has the most value everyone should communicate the way we do if they don’t, they should change This bias reduces effectiveness in a norm