See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/321786616 Interpersonal Communication at Work - Emotional Life (Presentation Slides) Article in SSRN Electronic Journal · January 2006 DOI: 10.2139/ssrn.3077582 CITATIONS READS 0 52 2 authors: Tom Cockburn Cheryl Ainslie Cockburn-Wootten The Leadership Alliance Inc The University of Waikato 449 PUBLICATIONS 162 CITATIONS 116 PUBLICATIONS 179 CITATIONS SEE PROFILE SEE PROFILE Some of the authors of this publication are also working on these related projects: 'Unhygienic' research View project Co-editing a Journal special issue - Impact of the Fourth industrial revolution on a Learning Organization View project All content following this page was uploaded by Tom Cockburn on 01 January 2018. The user has requested enhancement of the downloaded file.
Interpersonal communication at work Emotional life Dr Tom Cockburn & Dr C. Cockburn-Wootten http://www.youtube.com/watch?v=1bvdxjC2A_8&feature=player_embedded Tom Cockburn & Cheryl Cockburn- 1 Wootten 08/04/06 Electronic copy available at: https://ssrn.com/abstract=3077582
Preview � Recap key identity model � Discuss and define key communication features and forms of organisational resistance to change � Define and discuss emotional labour and emotional IQ (EQ) � Review implications for managing and being managed Tom Cockburn & Cheryl Cockburn- 2 Wootten 08/04/06 Electronic copy available at: https://ssrn.com/abstract=3077582
The Cultural web in organisations—what’s your role in all this? Can/ Should you resist ? Adapted from Johnson & Scholes, 1984 [1999]) Symbols Power structures Rituals Stories The paradigm Organisational Business You? structures Routines Management systems Ethnic Diversity Technology Physical spaces Tom Cockburn & Cheryl Cockburn- 3 Wootten 08/04/06
Communication features (1): Process Communication is a process not a � disconnected event � You don’t stop communicating when you stop talking (e.g., intrapersonal communication inside your head rarely stops and impacts on social relations) � Remember communication is circular and transactional not linear and one way � OR No followers = no leaders Tom Cockburn & Cheryl Cockburn- 4 Wootten 08/04/06
Features (2): Complexity Two people = six people : 1 Who you are 2 Who you think the other person is 3 Who you think the other person thinks you are 4 Who the other person thinks s/he is 5 Who the other person thinks you are 6 Who the other person thinks you think s/he is Tom Cockburn & Cheryl Cockburn- 5 Wootten 08/04/06
Features (3): Irreversibility � You cannot undo communication: So be aware of the power of symbols (e.g., parking spaces, office sizes, travel class) and your words (e.g. term ‘follower’ or ‘stakeholder’ or ‘collaborator’) � If you stuff up you have to live with it and work to restore relationship Tom Cockburn & Cheryl Cockburn- 6 Wootten 08/04/06
Features (4): Total person involvement � You are your communication (how else will most people know you?) � Using communication skills without honesty makes you manipulative and puts sustainable relationships at risk � If (someone believes) you only say things to deceive or manipulate then you are unlikely to inspire trust or retain credibility Tom Cockburn & Cheryl Cockburn- 7 Wootten 08/04/06
Features (5): Relating � Communication as the making and taking of sense is an ongoing relationship � Discourses (e.g., definitions) organise practices in workplaces and life spaces Tom Cockburn & Cheryl Cockburn- 8 Wootten 08/04/06
Communication and the self � Intrapersonal communication and your personal brand ‘advertising’ � Self concept = Your image of who you are or aspire to be or seek to be known as. � Composed of: � Others’ (esp. ‘significant others’) images of you that they share (un)consciously � Social comparisons - often like to like � How you take and make sense of these Tom Cockburn & Cheryl Cockburn- 9 Wootten 08/04/06
Joseph Luft & Harry Ingram (‘Johari’) Known to Self Not Known to Self Known to Others Not Known to Others Open Self Blind Self Hidden Self Unknown Self Tom Cockburn & Cheryl Cockburn- 10 Wootten 08/04/06
Johari Window (2) � Open: What you knowingly share about you and is on ‘public record’ (what you know, what you know they know) � Blind: Represents information about yourself that others know but you don’t � Unknown: Represents parts of yourself about which neither you nor others know � Hidden: Contains what you know of yourself but hide from others. Tom Cockburn & Cheryl Cockburn- 11 Wootten 08/04/06
Self esteem � Self esteem = the way you feel about yourself Recommendations: � Attack your self destructive beliefs � Engage in self-affirmation � Seek out nurturing people � Work on projects that will result in success � Remember you do not have to be loved by everyone (nor to make needless enemies) � Sometimes no is the right answer Tom Cockburn & Cheryl Cockburn- 12 Wootten 08/04/06
Self disclosure Self disclosure = communication in which you reveal information about yourself Rewards of self disclosure: � Self-knowledge � Coping abilities � Communication efficiency � Relational depth Tom Cockburn & Cheryl Cockburn- 13 Wootten 08/04/06
Next-light and dark in emotions at work Tom Cockburn & Cheryl Cockburn- 14 Wootten 08/04/06
Dangers of self-disclosure � Personal and social rejection � Material loss � Intrapersonal difficulties Tom Cockburn & Cheryl Cockburn- 15 Wootten 08/04/06
Guidelines for disclosing � Check intent of motivation � Check context and relationship � Monitor reciprocity Consider possible consequences � � E.g. ‘Coming out’… Tom Cockburn & Cheryl Cockburn- 16 Wootten 08/04/06
Johari has a shadow side � The model appears to assume ‘honesty’ � The value and function of self-disclosure may however depend on timing (i.e. what you disclose, to whom and when you disclose it) � Can accommodate ‘collusion’ and conspiracy Tom Cockburn & Cheryl Cockburn- 17 Wootten 08/04/06
Joseph Luft & Harry Ingram (‘Johari’) via Hase,Davies & Dick(1999) Known to Self Things I hide Not Known to Self disclosed Others and Known to Open Self Blind Self Others know this but won’t disclose Hidden Self Others Known to Not Unknown Self Question:Can this model be applied at the organisational level? Tom Cockburn & Cheryl Cockburn- 18 Wootten 08/04/06
Emotions add value � Research by Watson Wyatt has shown that “Companies with highly committed employees experienced greater 3 year shareholder returns (112%) than companies with low employee commitment (76%)”. � Work by McKinsey has demonstrated that “Companies who scored highly in their ability to manage talent earned, on average, a 22% higher return to shareholders than their industry peers. Companies that scored low on talent management earned no more than their peers did”. � Studies carried out by Sheffield university’s Institute of Work Psychology have shown that “18% of variations in productivity and 19% in profitability could be attributed to the effectiveness of “people management”. So, is there anything else needed? Tom Cockburn & Cheryl Cockburn- 19 Wootten 08/04/06
Provocations to a debate Discuss these 5 quotes. What do they say about your emotions, employment, identity and success? Are they true or false? For employee success, loyalty and integrity are equally as important as ability (Harry F. Banks) Swift instinct leaps; slow reason feebly climbs (Edward Young) The advantage of emotions is that they lead us astray (Oscar Wilde) The degree of one’s emotion varies inversely with one’s knowledge of the facts—the less you know the hotter you get (Bertrand Russell) No one can make you feel inferior without your consent . (Eleanor Roosevelt) Tom Cockburn & Cheryl Cockburn- 20 Wootten 08/04/06
Internal Communications: Emotions and the organisation � Implication for managing emotions in businesses � Learning & identification � Emotional Labour & Emotional IQ � Emotional labour (see Hochschild, 1983) � Display rules � Expressed/external emotions constrained by employment rules. � Impression management e.g. Disney employees, McD’s etc. � EL benefits org and individuals Tom Cockburn & Cheryl Cockburn- 21 Wootten 08/04/06
Defining Emotional IQ (EQ) � EQ is not: � Measure of intelligence � Being nice � Giving in to your feelings � Linked to inherited characteristics � EQ is: � Leadership & relationships � “It is the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.” Daniel Goleman, 1998 Tom Cockburn & Cheryl Cockburn- 22 Wootten 08/04/06
A framework for EQ � EQ has two aspects--understanding and managing yourself and understanding others. � Goleman identified 5 key EI ‘domains’: � Knowing your emotions. � Managing your emotions. � Motivating yourself. � Recognising and understanding other peoples’ emotions. � Managing relationships, i.e. managing other peoples’ emotions. Tom Cockburn & Cheryl Cockburn- 23 Wootten 08/04/06
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