Exam 4: Building Relationships by Communicating Supportively

When picking up a package at the post office, you engage in conversation with the clerk and suggest a solution to an issue she is having with her credit card. Which of the following attributes of high quality connections does this behavior best exemplify?

When the speaker's message is clear, but the listener needs more information to understand it, which probe is best?

Some research suggests that one's communication style may indicate a person's mental health. What did this research find?

Manuela has a problem. Her date has been late the last three times to pick her up and this upsets her. Tonight her date is late again. What should she say?

If the person you are communicating with suddenly begins to drop important names in the conversation such as "When the general manager, Sue, spoke with me about this matter, I offered her advice ..." you have probably caused this person to feel that he or she has been counseled effectively.

What does person-oriented communication focus on?

There is a problem with George. You don't doubt his knowledge or ability to do the job. However, lately he has developed a problem concerning his co-workers. He doesn't need or want their input to the project. He says that his work is above standards and remarks, "Can I help it if I work with idiots? " What kind of problem is George most likely exhibiting?

Examples of conjunctive communication include (1) "Relating to what you just said, I'd like to discuss this." (2) "... so, that's how I see it. So what is your opinion? " (3) "That reminds me .. I have to tell you what I did the other day."

When you use the reflecting response, you are trying to pursue the topic in greater depth by posing new questions that the speaker hasn't thought of.

A manager maintains little eye contact, interrupts subordinates, and criticizes them for feeling a certain way. He or she is displaying which type of communication?

Which of the following has research confirmed to be most powerful in predicting profitability for an organization?

You know that your performance has recently declined. You tie this decline to the new software. Even though you fully understand how to use the new software, you think the software is garbage. In fact, you campaigned against the software but lost the political battle. Your boss has called you into her office. What would be the most correct response for the boss to use?

Your boss tells you, "If you continue to be late, you will lose your job." Did your boss practice supportive communication?

You take responsibility for your statements, using first-person words such as, "I," "me," and "mine." This practice alone ensures that you are practicing validating communication.

Rejected Plans Case The following dialogue occurred between two employees in a large firm. The conversation illustrates several characteristics of supportive communication. SUSETTE: How did your meeting go with Mr. Schmidt yesterday? LEONARDO: Well, uh, it went ... aaah ... it was no big deal. SUSETTE: It looks as if you're pretty upset about it. LEONARDO: Yeah, I am. It was a totally frustrating experience. I, uh, well, let's just say I would like to forget the whole thing. SUSETTE: Things must not have gone as well as you had hoped they would. LEONARDO: I'll say! That guy was impossible. I thought the plans I submitted were very clear and well thought out. Then he rejected the entire package. SUSETTE: You mean he didn't accept any of them? LEONARDO: You got it. SUSETTE: I've seen your work before, Leonardo. You've always done a first-rate job. It's hard for me to figure out why your plans were rejected by Schmidt. What did he say about them? LEONARDO: He said they were unrealistic and too difficult to implement, and ... SUSETTE: Really? LEONARDO: Yeah, and when he said that I felt he was attacking me personally. But, on the other hand, I was also angry because I thought my plans were very good, and, you know, I paid close attention to every detail in those plans. SUSETTE: I'm certain that you did. LEONARDO: It just really ticks me off. SUSETTE: I'll bet it does. I would be upset, too. LEONARDO: Schmidt has something against me. SUSETTE: After all the effort you put into those plans, you still couldn't figure out whether Schmidt was rejecting you or your plans, right? LEONARDO: Yeah. Right. How could you tell? SUSETTE: I can really understand your confusion and uncertainty when you felt Schmidt's actions were unreasonable. LEONARDO: I just don't understand why he did what he did. SUSETTE: Sure. If he said your plans were unrealistic, what does that mean? I mean, how can you deal with a rationale like that? It's just too general-meaningless, even. Did he mention anything specific? Did you ask him to point out some problems or explain the reasons for his rejection more clearly? LEONARDO: Good point, but, uh, you know ... I was so disappointed at the rejection that I was kinda like in outer space. You know what I mean? SUSETTE: Yeah. It's an incapacitating experience. You have so much invested personally that you try to divest as fast as you can to save what little self-respect is left. LEONARDO: That's it all right. I just wanted to get out of there before I said something I would be sorry for. SUSETTE: Yet, in the back of your mind, you probably figured that Schmidt wouldn't risk the company's future just because he didn't like you personally. But then, well ... the plans were good! It's hard to deal with that contradiction on the spot, isn't it? LEONARDO: Exactly. I knew I should have pushed him for more information, but, uh, I just stood there like a dummy. But what can you do about it now? It's spilled milk. SUSETTE: I don't think it's a total loss, Leonardo. I mean, from what you have told me-what he said and what you said-I don't think that a conclusion can be reached. Maybe he doesn't understand the plans, or maybe it was just his off day. Who knows? It could be a lot of things. What would you think about pinning Schmidt down by asking for his objections, point by point? Do you think it would help to talk to him again? LEONARDO: Well, I would sure know a lot more than I know now. As it is, I wouldn't know where to begin revising or modifying the plans. And you're right, I really don't know what Schmidt thinks about me or my work. Sometimes I just react and interpret with little or no evidence. SUSETTE: Maybe, uh ... maybe another meeting would be a good thing, then. LEONARDO: Well, I guess I should get off my duff and schedule an appointment with him for next week. I am curious to find out what the problem is, with the plans, or me. (Pause) Thanks, Susette, for helping me work through this thing. -Which one of the eight attributes of supportive communication was most helpful? Why?

What are two major problems that result when principles of supportive communication are not followed while coaching or counseling subordinates?

Explain the major response types used in supportive listening. Provide the key advantages and disadvantages for each response type.

Describe the steps involved in descriptive communication. Provide an example of each step.

If a subordinate's problem stems from attitudes, personality clashes, or other factors tied to emotions, his or her boss faces a counseling problem.

Your co-worker remarks to you, "You are always late to meetings, how come? " Your co-worker is practicing what type of communication?