Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Communication Style

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, –Effective Communication enhances interpersonal relationships, builds trust and teamwork, prevents costly mistakes, motivates and gets things done. –Understanding how you communicate in a situation is the 1 st step in improving your communication effectiveness. –In every interpersonal interaction situation, Communication behavior in is a function of two variables: Concern for self Concern for others Communication Situations

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Definition: Willingness to assert your own wants, desires, thoughts, feelings, opinions, or ideas in an interaction, Extent to which you attempt to get them met or accepted Another way to describe this variable is “courage to speak up for yourself”. Concern for Self

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Definition: Willingness to listen to the wants, desires, thoughts, feelings, opinions, or ideas of others involved in the interaction Extent to which you attempt to meet or satisfy others’ concerns Another way of describing this variable is “consideration for others”. Concern for Others

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Concern for Others Concern for Self Low High One quadrant represents low concern for self and low concern for others. Communication Styles Matrix Low/Low

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Concern for Others Concern for Self Low High Another quadrant represents low concern for self and high concern for others. Low/Low Low/High Communication Styles Matrix

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Concern for Others Concern for Self Low High The next quadrant represents high concern for self and low concern for others. High/Low Low/Low Low/High Communication Styles Matrix

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Concern for Others Concern for Self Low High The remaining quadrant represents high concern for self and high concern for others. High/Low High/High Low/Low Low/High Communication Styles Matrix

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Communication Styles Matrix Concern for Others Concern for Self Low High AGGRESSIVE Each quadrant represents one of four styles. High/Low High/High COLLABORATIVE AVOIDING Low/Low Low/High ACCOMMODATING

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Concern for Others Concern for Self Low High AGGRESSIVE Each style’s approach sets up a situation leading to differing results … and some results are more productive than others. I win/You lose High/Low I win/You win High/High COLLABORATIVE AVOIDING I lose/You lose Low/Low I lose/You win Low/High ACCOMMODATING Communication Styles Matrix

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, The Avoiding Style –May be described as … Unwilling to confront unpleasant issues, Wanting to keep the peace, Uncomfortable sharing desires and needs with others, Passive/aggressive. –Characteristics may include … Agreeing to requests, but not following through, Withholding important information, Withdrawing from a difficult situation, Speaking softly.

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, The Avoiding Style –Results may include … Not getting own needs met, Having to explain failure to follow through, Feeling a lack of control –Others may respond with … Lack of trust Frustration –Try these tactics to deal with avoiders: Reward them for initiating difficult discussions Set specific due dates Bring up potential issues before they “fester”

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, The Accommodating Style –May be described as … Sacrificing or overdoing for others, Letting others have their way without expressing disagreement, Sidestepping issues, Unwilling to advocate own desires. –Characteristics may include … Yielding to another’s point of view when you believe otherwise, Allowing others to make decisions for them, Speaking tentatively, Avoiding discussions about the “real” issue.

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, The Accommodating Style –Feeling angry or frustrated for not stating opinions or feelings, Failing to achieve own goals, Experiencing resentment, Giving more than they receive –Others may respond with … Manipulation, Contempt, Anger, Guilt. –Try these tactics with accommodators: Clarify that disagreement can help relationships Encourage assertive behavior from them

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, The Aggressive Style –May be described as … Commanding, Critical, Controlling, Uninterested in others’ perspectives. –Characteristics may include … Attempting to defeat the other person, Blaming, Interrupting others, Using judgmental statements, Speaking loudly Talking past the “real” issue.

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, The Aggressive Style –Results may include … Getting what they want at others’ expense Jeopardizing relationships –Others may respond with … Humiliation, Defensiveness, Vengefulness, Avoidance of the aggressor –Try these tactics with aggressors: Use strong assertiveness skills Plan and practice what to say in advance.

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, The Collaborative Style –May be described as … Focusing equally on what they and others want, Smoothing rough situations, Seeking common ground, Generating creative results, Easy to work for and with. –Characteristics may include … Conversational tone and volume, Focus on the “real” issues, Concern for feelings and opinions, Spontaneous responses, Exploring misunderstanding to find basis for mutual understanding

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, The Collaborative Style –Results may include … Positive feelings about individuals and interactions, Greater self-confidence and self-control, Synergy and competitive advantage. –Others may respond with … Trust and freedom to express opinions and desires, Feelings of affirmation, positivity about the results – Try these tactics with collaborators: Assume mutual regard and a positive outcome Treat them the way they treat you in discussion: Don’t interrupt, respectfully share feelings and opinions

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Communication Styles Most people have dominant and supportive communication styles. –If your dominant style is not working, you will likely switch to your supportive style(s) in an attempt to accomplish your objective. –Your current dominant and supportive styles are comfortable because you learned them during childhood. But your dominant and supportive communication styles may or may not be the best in business settings

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, The Collaborative Style Strong business communicators use a collaborative style. WHY? Business results are produced with and through others, requiring a Win/Win approach. Therefore … –If your dominant style is not collaborative, you need to adapt interaction strategies to achieve more success with others.

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Build Your Collaborative Style –How can you be more collaborative? Use respectful vocal tones and phrasing. Identify areas of confusion, then clarify meaning –Listen Attentively Do not interrupt others; hear them out. Listen for meaning and emotion. Rephrase what you think you’ve heard. Ask nonthreatening, clarifying questions.

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Build Your Collaborative Style –Communicate nonverbally Welcoming gestures Leaning forward Direct eye contact Conversational tone Relaxed posture Friendly smiles –Remember: How it’s said communicates more than what is said

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Build Your Collaborative Style –Interact openly Focus on the meaning behind the words. Be polite. Keep an open mind. Tactfully share your perspectives with others. –Visualize being collaborative Picture collaborative behaviors. Imagine how it feels to collaborate. Envision positive results to collaboration.

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Build Your Collaborative Style –Ask for feedback to check progress of collaboration –Set communication development goals Take assertiveness and listening skills training. Learn to deal with other cultures. Continuously work on improvement.

Adapted from Communication Style Inventory: A Communication Preference Self-Assessment Tool, by Kenneth R. Phillips, Phillips Associates, Arrangement and modifications copyright by Gay Wakefield, Keep Your Eye on the Goal Concern for Others Concern for Self Low High AGGRESSIVE I win/You lose High/Low I win/You win High/High COLLABORATIVE AVOIDING I lose/You lose Low/Low I lose/You win Low/High ACCOMMODATING