1. Working With Others: Communication: I

2. Understanding the Reading Communication will be influenced by the characteristics of both the sender and receiver –Style –Feelings Barriers to effective communication Trust and feedback are required for effective long-term communication

3. What Percentage of Certainty is Implied When You Use These Terms? 1. Absolutely 2. Certain 3. Indefinite 4. Open to Question 5. Possible 6. Probable 7. Hard to Tell 8. A Sure Thing 9. A Toss-Up 10. Unlikely

4. Communication Communication is critical in organizations Communication in organizations is particularly difficult –Individual differences –Structural barriers –Diverse mental models Communication about performance is particularly important –Motivation –Satisfaction

5. Individual Differences BackgroundRoles Needs and personality

6. Structural Barriers to Communication Insufficient contact leads to bypassing History Incongruent goals Reporting structures

7. Communication Difficulties Between Bosses and Subordinates Power differences –Information distortion –Limited contact Division of labor –Different vulnerabilities –Different perspectives

8. Different Perspectives Individual Contributors –Emphasis on technical issues –Focus on intended consequences –May know boss’s motives and goals but not performance –Concern for individual performance Managers –Emphasis on project and organization issues –Focus on intended and unintended consequences –My know subordinate’s performance by not motives and goals –Concern for group performance

9. Mental Models Strongly held image about how the world works –Based on assumptions –Shapes perceptions and interpretation of events Provides a pattern for thinking and acting

10. Mental Models of Investors (1999) Risk premium of stocks is very low “Old” companies can not absorb new technology There are new measures for assessing value

11. Mental Model of Investors (2005) Real estate will appreciate Holding many pieces of the same type of asset will provide diversification and reduce risk It is easy to insure against risk

12. Why It Is Hard to Overcome These Problems Mental models are often implicit and not articulated Mental models are difficult to communicate directly Structural barriers

13. How Realistic Are These Mental Models “At the MIT Leadership Center, we have worked with hundreds of managers who have struggled with the myth of the complete leader.” “No one person could possibly stay on top of everything. But the myth of the complete leader (and the attendant fear of appearing incompetent makes may executives try to do just that.” “In Praise of the Incomplete Leader” Harvard Business Review, February 2008

14. How To Test Mental Models? Ask for information Describe background for decisions Use scenarios Balanced disclosure –Step by step –Appropriate setting

15. Preparation Read “Conducting a Performance Appraisal Interview” Be prepared play the role of Burke (who receives an appraisal) or Stanley (who gives an appraisal)

16. Hewitt Associates Survey of U.S. Corporations “72 percent said managers’ ability to carry out performance management discussions effectively was the part of their personnel evaluation process most in need of improvement.” “Some managers simple see the whole review process as a bureaucratic waste of time. It’s also not easy to do. Many managers get promoted into their jobs because they excelled in operations, not because they are skilled as managers. What’s more…giving candid feedback to friends and former peers may be awkward.” Business Week April, 2007

17. Performance Appraisal Problems –Interpersonally difficult –Mixed goals JudgingDeveloping Frequent outcomes –Avoidance and ambivalence –Defensiveness