In this presentation, Birgit introduces the topic of communication styles, while putting it into context of our profession. She will show how you can identify our own style and that of others and how that helps to be heard by various stakeholders during the process. She will explain the different communication and behavioral needs, and why you need to be able to flex our own style to that of others: this helps you to avoid conflicts, it increases your impact on projects, and it will also contribute to a prosperous work environment.
60 minutes session
3. Communicating in Style
Overview
• Intro communication models
• The Social Style Model
• Identifying someone’s Style
• Communicating with Styles
• Social Styles at work
• Resolving conflicts
6. Words aren’t the key
Effectiveness of communication is based on
7% of the meaning of the words we use
38% of the way we say the words
55% of nonverbal clues
Research (1970) by Albert Mehrabian, Prof. emeritus UCLA, Author of
“Silent Messages: Implicit Communication of Emotions and Attitudes
7. 93% is conveyed through
observable behavior
Effectiveness of communication is based on
7% of the meaning of the words we use
38% of the way we say the words
55% of nonverbal clues
Research (1970) by Albert Mehrabian, Prof. emeritus UCLA, Author of
“Silent Messages: Implicit Communication of Emotions and Attitudes
8. History of personality
types & theories
• Four temperaments (460–370 BC)
Galen & Hippocrates, Greek Physicians
• Type theory (1921)
Carl Jung, Swiss Psychotherapist & Psychiatrist
• DISC-theory (1928)
William Marston, American Psychologist
Comic book writer, who created the character “Wonder Woman”
• Myers-Briggs Type Indicator (1962)
Katherine Myers & her daughter Isabel Briggs, American Author
• People Styles Model (1964)
Dr. David Merrill & Roger Reid Industrial Psychologist
24. Applying Social Styles
will help you to
• Improve communication
• Reduce conflict
• Increase pleasure of working
• Enhance individual & team performance
• Increase productivity
• Get better business results
29. Dominant style,
our “comfort zone”
• Relate & work in ways that is ones favorite
• Emerged early in life
• This style became habitual
• Easiest to function with those patterns of
behavior
32. Relator
The support specialist
• Strong & loyal team players
• Good listeners & sensitive to others feelings
• Very supportive, approachable & cooperative
• Open with emotions, warm & friendly
• High priority on friendships & close relationships
• Easy to get along with
33. Relator
Potential issues
• Reluctant to change
• Stick to the comfortable & known
• Avoid risks
• Do things in a very slow-paced way
• Undisciplined in their use of time, due to sharing
personal objectives & feelings with others
36. Socializer
The social specialist
• Highly flexible & adaptable to new situations
• Act quickly & are willing to take risks
• Very enthusiastic, energetic & spontaneous
• Very imaginative, lots of creative ideas
• Communicative & fun to be around
• Say & show what they think
• Involve others with their feelings & thoughts
37. Socializer
Potential issues
• Little concern for practical details
• Easily change course of action
• Move rapidly from subject to subject while
forgetting to address specifics
• Struggle with commitment & follow-through
• Undisciplined in their use of time (too many
distractions)
• Base decisions on opinions rather than facts & data
40. Director
The control specialist
• Know exactly what they want, where they are going
& how to get there quickly
• Very focussed: swift, efficient, to the point in
everything they do. Out accomplishes anybody
• Make their own decisions, don't like at all to be told
what to do or what not to do - high need of control
• Prefer to be presented with options
• Take risks
41. Director
Potential issues
• Come across forceful & dominant
• Highly result driven – it’s not about pleasing people
on the way
• Say what they think
• Very impatient
• Work best without others or with people who are
able to move quickly
• Control & do not show emotions
44. Thinker
The method specialist
• Base decisions purely on facts
(tangible, practical, realistic evidence)
• Ask questions, gathers information
• Steadfast, reliable & dependable
• Strong sense of duty & obligation
• Seem to move slowly, but they use their time in a
deliberate, disciplined manner
• Natural givers & cooperative team members
45. Thinker
Potential issues
• Study data seriously before forming an opinion or
being enthusiastic
• Can come across skeptical & critical
• Main priority is job at hand & the process to achieve it
• Avoid risks & are very cautious
• High control of emotions
• People and friendships are important, but it does not
show on initial contact – first the facts
46. Being timid Being erratic
Being too critical Being dominant
& demanding
Weakness
47. People to get along To be appreciated
To be right To be in control
Need
52. To identify someone’s Style,
pay attention to...
Their way of talking
• Loudness & tone of voice
• Topics of conversation (personal versus factual)
• “we” or “I”
• Pace
Their body language
• Many gestures
• Facial expressions
• Eye contact
Their listening skills
53. To identify someone’s Style,
determine the ...
• degree of Assertiveness
• degree of Responsiveness
in their behavior
57. Responsiveness
Express feelings
Appear friendly
Facial expression
Gestures & touch
Vocal inflection
Small talk
Use of stories &
anecdotes
Less
Less
Less
Less
Less
Less
Less
(rather factual)
More
More
More
More
More
More
More
(very lively)
60. Body
Language
Facial expression
Lots of gestures
Mostly good eye-contact
Some facial expression
Regular gestures
Good eye-contact
Limited / no facial expression
Deliberate gestures
Intense eye-contact
Limited / no facial expression
Limited gestures
Limited eye-contact
62. Listens
Reacts
Interrupts (often w/ ideas)
Talks a lot
Listens very good
Reacts
Relates
Cares
Wants to control
conversation
May interrupt
Likes summaries
Listens very precise
May appears as they
are not
Listening
64. Animated, excitable
Can come on too strong
Informal, casual
Direct, to the point
Outspoken
Formal, business-like
Dreamy thoughts
May seem vague
Informal, casual
Specific, concise
Clear, logical
Formal, bottom-line
Style of
Communication
65. Animated, excitable
Can come on too strong
Informal, casual
Direct, to the point
Outspoken
Formal, business-like
Dreamy thoughts
May seem vague
Informal, casual
Specific, concise
Clear, logical
Formal, bottom-line
Style of
Communication
67. How to communicate with a
Relator
• Be supportive
• Develop a relationship, spend time talking
• Be friendly & understanding
• Inform early on when changes may occur
• Don’t break promises
• Make them feel safe
68. Animated, excitable
Can come on too strong
Informal, casual
Direct, to the point
Outspoken
Formal, business-like
Dreamy thoughts
May seem vague
Informal, casual
Specific, concise
Clear, logical
Formal, bottom-line
Style of
Communication
70. How to communicate with a
Socializer
• Show appreciation for what they have done
• Be supportive of their ideas
• Never ignore them
• Be positive & show energy
• Help them to stay on track
71. Animated, excitable
Can come on too strong
Informal, casual
Direct, to the point
Outspoken
Formal, business-like
Dreamy thoughts
May seem vague
Informal, casual
Specific, concise
Clear, logical
Formal, bottom-line
Style of
Communication
73. How to communicate with a
Director
• Provide executive summary upfront
• Be clear & precise
• Get to the point fast, don’t irritate by being
inefficient or indecisive
• Provide options & show benefits
• Don’t talk about personal topics
74. Style of
Communication
Animated, excitable
Can come on too strong
Informal, casual
Direct, to the point
Outspoken
Formal, business-like
Dreamy thoughts
May seem vague
Informal, casual
Specific, concise
Clear, logical
Formal, bottom-line
76. How to communicate with a
Thinker
• Provide a lot of information – they will seek for
patterns & factual relationships
• Provide thoughtful arguments & facts
• Give time to process
• Provide plans with deadlines to set expectations
• Inform early about potential changes
• Don't misinterpret lack of shown enthusiasm with
disinterest
78. Work style & pace
Relator
• Easy going, cooperative
• Always willing to help & support
• Goes with the flow
• No strong sense of urgency & rarely in a hurry
• Needs time to change
• Dislikes pressure
79. Work style & pace
Socializer
• Unstructured, likes freedom
• Lots of people interaction
• Makes lists of people to call & places to go
• Fast
• Bored easily
• Moves from one thing to another
80. Work style & pace
Director
• Works in priority order
• Does several things at once
• Intense, driven
• Generates ideas
• Very fast
• Likes change
81. Work style & pace
Thinker
• Thorough, attentive to detail
• Step by step procedures
• Concentrates on one thing at a time
• Methodical
• Steady stream of work
• Likes predictable routines
82. Work
Space
Interesting things, gadgets,
novelty items everywhere
Personal & fun photos
Desk area seems chaotic
Sentimental souvenirs
Photos of family & friends
Desk area may appear
cluttered
Functional
Organized
Rarely personal items
References at their fingertips
Lots of paper
Work organized in piles
84. Conflicts &
back-up behavior
• Every style has a characteristic back-up
behavior
• Back-up behavior can be extreme, inappropriate
& inflexible
• People fall into this behavior when under
pressure or in a conflict situation
• Recognizing & addressing this behavior in an
appropriate manner can resolve conflicts
92. Steps to resolve
conflicts
1.Identify styles of participants
2.Plan for upcoming conversation
• Determine styles & consciously prepare to flex
• Adapt deliverables & presentation accordingly
3.Apply your knowledge & adapt if necessary
4.Evaluate afterwards to learn from the
experience