BUS3041 Week 1 Disc

Situational Communication © 2016 South University

Situational Communication You learned about the global issues that you need to be concerned with as a leader who communicates appropriately in different situations. There are also some theoretical concepts regarding communicating with a variety of audiences that apply this issue of adaptation and interaction. The first is a model based on work by Ken Blanchard, who wrote The One Minute Manager, and his colleague, Paul Hersey. They suggested that managers must communicate differently based on the styles of their subordinates. It is likely, as we discussed earlier, that you fall into either a directive style or a supporting style. This will be a generic tendency and you will use it when you can and when other styles are not required. In order to fully understand Blanchard and Hersey's work, you also need to consider when to adapt to other styles. The audience ability is crucial in determining this. Just as you would not allow your five-year-old to cross the street by himself the very first time he visited the city, you would not empower your new hire at work on the very first day. Therefore this model assumes that the ability and experience of the worker will indicate which style you should use.

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If the employee has low competence or low motivation, use directing. If the employee has some competence but minimal motivation, use coaching. If the employee has strong competence and some motivation, use supporting. If the employee is highly competent and motivated, go ahead and empower them and use delegating. You will receive tremendous productivity, quality, and loyalty in return.

The second theoretical model is called the Johari Window Model of situational communication. This model also addresses situational communication regarding audience differences. Unlike Blanchard and Hersey's model that said leader communication behavior is determined by competence and commitment, this model focuses on how much information is known and shared between two parties.

There are relationships here that can help predict situational communication needs. Arena (A) at the top left represents information known by you and those you are communicating with. This is the simplest and best communication scenario as you have no hidden agendas or problems with barriers or misunderstanding. This is a rewarding, effective, and productive relationship. Facade (B) at the bottom left represents information known by you, but unknown to those you are communicating with. Your communication styles in this situation will have to be clear and somewhat directive. You can help turn this interaction into an arena by providing exposure to the

Managerial Communications

©2016 South University

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information for the other party. This area is common between managers and relatively new or unmotivated employees. Blindspot (C) represents the information unknown by you and known by others. In the workplace, this is a difficult position to be in. Office gossip often falls into this category or it could be information your boss has that you do not know about and could impact you. The way you can fix this is to increase efforts to gain feedback. Feedback will give you the knowledge you need. Seeking feedback will also often improve the relationship with the other party as well.

Managerial Communications

©2016 South University