Main Characteristics of Your Communication Style Reflective Paper Please write responses in the attached from . answers should be according to document 1.

Main Characteristics of Your Communication Style Reflective Paper Please write responses in the attached from . answers should be according to document 1. Message style is the way
you use and interpret literal
vs subtle meaning and
emotions in communication.
Your message style at work is
implicit. You are indirect when
you express yourself, interpret
others, and approach conflict.
You often let feelings guide your
communication, and are adept at
understanding and expressing
subtle meaning.
Sensory style refers to the
way you attend to and
communicate through the
physical, auditory, and vocal
space shared with your
counterpart.
Your sensory style at work
guards interpersonal space
through occasional silence in
conversation, using a calm voice,
and maintaining reserved body
posture.
Time management style
refers to the way you attend
to and manage time, i.e.
focusing more on clock time
or allowing events to unfold
naturally.
Your time management style at
work strictly follows clock time,
dictating how you organize your
day, structure tasks, and manage
meetings.
Relationship style refers to
the way you adjust
communication to your
counterpart’s status and
relationship with you.
Your relationship style at work is
relational. You often adjust your
message depending on your
counterpart’s feelings, status, or
relationship to you.
Message style
Team Size = 3
Interpretation is a characteristic of your
communication style at work. Interpretation
represents your tendencies to focus on literal
versus implicit meaning when receiving messages.
Interpretation is a composite of your
communication preferences for recognizing your
counterpart’s emotions and messages.
Your Score is: 6.2
At work, you interpret communication very implicitly. You focus
strongly on your counterpart’s emotions and the subtle
meaning underlying their words.
Low Context
Dependence
High Context
Dependence
Interpretation
1. RECOGNIZE OTHERS’
IMPLICIT MESSAGES
2. RECOGNIZE OTHERS’
EMOTIONS
KEY You Team Members
Your Behaviors and Attitudes
2
1
1. RECOGNIZE OTHERS’ IMPLICIT MESSAGES
Your Score is: 5.7
Your responses indicate that at work, you are often attentive to your
counterpart’s implicit communication. You often interpret indirect
messages that underlie your counterpart’s words. You often look
beyond words for meaning and seek implicit intent when interpreting a
counterpart’s message.
Strengths and Challenges
Your mostly implicit interpretation is effective when your counterpart
is an indirect communicator. You are often able to pick up subtle
messages being conveyed through nonverbal channels. When your
counterpart uses direct forms of communication, it may be challenging
to focus solely on the words so that you do not over interpret or
misinterpret the message.
Recommendations
When you engage in implicit meaning interpretation, you may be like a
communication detective. But nonverbal expression and meaning can
vary greatly in different individuals, languages, and parts of the world.
Consider testing your assumptions and checking your interpretations
with direct active listening tools.
2. RECOGNIZE OTHERS’ EMOTIONS
Your Score is: 6.7
Your responses indicate that at work, you almost always notice your
counterpart’s implicit emotions. You almost always interpret subtle
feelings underlying your counterpart’s words, such as anxiety or liking.
Strengths and Challenges
Because you attend to your counterpart’s underlying emotions, you are
able to interpret subtle emotional content that accompanies indirect
communicators’ verbal messages. For example, you can use emotional
cues to detect when someone says “yes” but means “maybe,” or even
“no.” There is less risk of misinterpretation with direct communicators
who are unlikely to adjust what they say based on their underlying
mood state. With direct communicators, it will be challenging to focus
on literal meaning so that you do not over interpret and assume
emotional content that is not truly there.
Recommendations
To manage communication with direct communicators, focus on literal,
task-related meaning while taking into account your counterpart’s
emotional expression. When a direct communicator is emotionally
expressive, it is important to validate explicitly expressed emotions
while making sure they do not hijack a task-focused conversation.
When your counterpart’s emotions are neutral, focus on literal
meaning.
Message style
Team Size = 3
Expression is a characteristic of your message
style at work. Expression represents your
tendencies to focus on literal and direct versus
implicit and subtle meaning when sending
messages. Expression is a composite of your
communication preferences for persuasion, verbal
expression, and letting feelings guide your
behavior.
Your Score is: 2.7
At work, your communication expression is literal,
characterized by a focus on words over emotions. You often
emphasize direct verbal messages to convey your opinions and
argue your position.
Low Context
Dependence
High Context
Dependence
Expression
1. COMMUNICATE
BASED ON FEELINGS
2. COMMUNICATE
INDIRECTLY
2. PERSUADE GENTLY
KEY You Team Members
Your Behaviors and Attitudes
3
1
1. COMMUNICATE BASED ON FEELINGS
Your Score is: 2.8
Your responses indicate that at work, you
rarely communicate based on your feelings
regarding a given situation, meaning you rarely
look to your feelings to determine what to say
and how to say it. Since your communication
style rarely changes based on how you are
feeling about a given situation, it is somewhat
consistent across situations.
Strengths and Challenges
You will find you communicate more easily with
people whose communication style is often
consistent like your own. With such people you
know what to expect. You may be frustrated
with those who communicate through their
emotions, as their mood (e.g. angry, timid, bold)
affects what they say and how they say it. You
may find their communication sometimes too
strong and other times too ambiguous.
Recommendations
When working with someone who
communicates through their emotions, consider
using those emotions as information to broaden
your perspective of and understanding for the
task at hand. Avoid making negative
attributions, such as labeling your counterpart
erratic or temperamental. It is also important
not to take counterparts’ emotional
communication personally. Someone who
communicates frustration openly may or may
not harbor frustration towards you personally.
2. COMMUNICATE INDIRECTLY
Your Score is: 3.7
Your responses indicate that at work, your
communication behavior is fairly direct. While
you communicate your message through
words, you also occasionally rely on your
counterpart’s ability to infer meaning and may
at times use indirectness to avoid hurting
someone’s feelings.
Strengths and Challenges
Your ability to communicate with a moderate
level of directness suggests you can
communicate effectively with direct
counterparts and may be able to navigate with
those who are indirect as well. However, when
working with very direct or very indirect
communicators, you may need to use active
listening to be sure your messages are received
as intended.
Recommendations
Your moderate level of directness can be an
asset in a diverse team setting. When a team
member’s communication directness dominates
a discussion, you can assist by labeling the
communication style to prevent negative
assumptions about the team member’s
personality or behaviors. When a team member
is silent, you may be able to interpret or ask
probing questions to uncover information and
opinions that will aid the team’s decisionmaking
process.
2. PERSUADE GENTLY
Your Score is: 1.7
Your responses indicate that at work, your
style of persuasion is very direct. You almost
always assert your wishes and argue your
position firmly.
Strengths and Challenges
Interdependent decision-making with similar
communicators resembles a competitive
debate. Communicators with a more subtle
style of persuasion may find your style very
forceful and react with a defensive posture.
Recommendations
When faced with diverse communication
styles, you will need to look for subtle
expressions of persuasion to insure a wellinformed
and balanced exchange. When it
comes to persuasion, the firmness of your
position is not directly related to the quality
and effectiveness of your argument.
Oftentimes, people are more likely to be
persuaded when they feel they have been
heard than when they are bombarded with
direct arguments.
Message style
Team Size = 3
Conflict Management is a characteristic of your
communication style at work. Conflict
Management represents your tendencies to
confront versus avoid conflict and disagreement.
Conflict Management is a composite of your
communication preferences for avoiding conflict
and for avoiding disagreement.
Your Score is: 6.5
At work, your conflict management approach is very indirect.
When there is conflict or disagreement, you strongly prefer is
to avoid confrontation or unpleasant exchanges.
Low Context
Dependence
High Context
Dependence
Conflict
Management
1. AVOID
CONFRONTING
CONFLICT
2. AVOID EXPRESSING
DISAGREEMENT
KEY You Team Members
Your Behaviors and Attitudes
1
1
1. AVOID CONFRONTING CONFLICT
Your Score is: 6.3
Your responses indicate that at work, you avoid direct conflict
whenever possible. When you disagree with someone, you may
express your disagreement but you almost never confront and engage
in argument.
Strengths and Challenges
You and other conflict avoiders can efficiently resolve disagreement
without engaging in heated argument. However, when facing someone
who confronts conflict, expressing your disagreement may not be
enough to reach resolution. Although you may be comfortable agreeing
to disagree, it will be challenging for you to work with people who
engage in direct battle until a conflict is resolved.
Recommendations
It will serve you well to remember that some people like to confront
conflict. When faced with someone who wants to do battle, it is
important to attribute their behavior to communication style and not
personality. You may be able to encourage constructive conflict
resolution by taking a problem solving approach.
2. AVOID EXPRESSING DISAGREEMENT
Your Score is: 6.7
Your responses indicate that at work, you avoid disagreement
whenever possible. When you disagree with someone, you almost
always keep your thoughts to yourself to avoid hurt feelings or
unpleasant exchanges.
Strengths and Challenges
Avoiding disagreement may insure group harmony, but it may be at the
expense of discovering well-informed, high quality decisions. In a group
of people who do not openly express disagreement, it is also difficult to
gauge support and commitment for a course of action. When working
with people who openly express disagreement, it will be challenging for
you to convey, rather than suppress, your uncertainties and critical
ideas.
Recommendations
Because the most novel ideas and high quality decisions often come
from teams working through divergent ideas and disagreement, it is
essential for you to develop a means of expressing disagreement.
Expressing disagreement does not necessarily lead to argument and
unpleasant exchanges. By planning ahead, you can introduce a wellsupported
position along with the caveat that you do not like to argue.
You can look to group members with a similar communication style to
help maintain a calm, task-focused discussion that does not get
personal.
Relationship style
Team Size = 3
Network Reliance is a characteristic of your
relationship style at work that refers to your
tendencies to rely on personal network
connections.
Your Score is: 5.5
At work, your communication is characterized by high reliance
on relational networks. You emphasize long-term relationships
and networks as well as linking personal and professional
connections.
Low Context
Dependence
High Context
Dependence
Network
Reliance
1. RELYS ON
NETWORK
2. RELY ON LTR
3. COMMUNICATES
ACROSS NETWORKS
KEY You Team Members
Your Behaviors and Attitudes
1
1
1. RELYS ON NETWORK
Your Score is: 7.0
Your results indicate you are most comfortable
doing business with people who are in your
social network. Your level of comfort with new
colleagues usually depends on your being part
of a shared relationship network.
Strengths and Challenges
By predominantly doing business with people
who are in a shared social network, your group
bonds offer security and trust. At the same
time, your pool of potential partners is more
limited, and you may lose out on novel
opportunities.
Recommendations
It will serve you well not to dismiss potential
new relationships too quickly. When you cannot
rely on shared networks, you can create lowcost
opportunities for potential colleagues to
demonstrate trustworthiness, for example
asking for a favor. You can also ask for
references from prior business colleagues to
help get to know your counterpart better.
2. RELY ON LONG-TERM RELATIONSHIPS
(LTR)
Your Score is: 6.0
Your responses indicate that you are most
comfortable working with people you have
known for some time. You trust and rely almost
exclusively on those with whom you have had a
long-term relationship.
Strengths and Challenges
By mostly doing business based on long-term
relationships, you limit uncertainty and risk. At
the same time, your pool of potential partners
is more limited and you may lose out on
business opportunities. You may be challenged
in parts of the world where people do not rely
on long-term relationships to do business.
Recommendations
Remember that in some parts of the world,
people form new relationships quickly and
secure them with a contract. It will serve you
well to explore new relationships that can be
gradually tested with low-cost incremental
commitments. By taking it slowly, you can build
trusting new relationships with potential for a
moderate or long-term life-span.
3. COMMUNICATES ACROSS NETWORKS
Your Score is: 3.4
Your responses indicate that you
occasionally have overlapping personal and
work networks. You sometimes prefer to
keep people in your work life separate from
people in your personal life.
Strengths and Challenges
Because you occasionally have overlapping
personal and professional networks, you
probably work equally well in highly
relational and highly task-focused
environments. In other words, you are able
to share personal anecdotes at work or to
invite work colleagues to your home, but you
are equally comfortable keeping those
worlds separate.
Recommendations
Preferences for communication across
professional and personal circles vary greatly
across cultures and even across individuals
within cultures. Your moderate levels of
personal/professional overlap can serve as a
model in diverse workplaces when social
expectations are not shared. Remind others
that just as some people feel a sense of
wholeness when personal and work circles
overlap, others may feel peace and security
when they are separate. These are personal
relationship and communication preferences
that do not reflect interpersonal attraction or
liking.
Relationship style
Team Size = 3
Relational Adjustment is a characteristic of your
relationship style at work that captures the
degree to which you adjust what you say and how
you say it with different counterparts.
Your Score is: 6.1
At work, your communication is characterized by very high
relational adjustment. You strongly adjust what you say and
how you say it depending on your counterpart’s status, your
counterpart’s feelings, or your own social image.
Low Context
Dependence
High Context
Dependence
Relational
Adjustment
1. ADJUST FOR
FEELINGS
2. ADJUST FOR
STATUS
3. ADJUST COMMU.
FOR OWN IMAGE
KEY You Team Members
Your Behaviors and Attitudes
1
1
1. ADJUST FOR FEELINGS
Your Score is: 6.4
Your responses indicate that at work, you your
message is highly influenced by your
counterpart’s feelings. You almost always
change what you say or how you say it to avoid
hurt feelings or to save face for your
counterpart.
Strengths and Challenges
When you adjust your message for your
counterpart’s feelings, others are likely to
perceive you as a modest and sensitive
communicator. When adjusting message
content and delivery, your challenge is to be
sure no critical message content is lost. This is
particularly problematic with negative
messages. Softening a message to avoid hurt
feelings should not come at the expense of
understanding.
Recommendations
It is essential for you to be sure your message
content is received and understood by those
who are not well attuned to a sensitive
communication style. When delivering a
negative message, you may be able to limit face
harm by delivering the message in private. You
may also limit hurt feelings by prefacing the
message with words of understanding and
encouragement. You can protect your
relationship by actively listening while your
counterpart responds.
2. ADJUST FOR STATUS
Your Score is: 7.0
Your responses indicate that at work, you
consistently adjust your message and/or
communication style based on your
counterpart’s status. Specifically, you almost
always change the formality of your greetings
depending on your counterpart’s age, title, or
position.
Strengths and Challenges
Attending to contextual cues about status is
useful in hierarchical cultures and organizations
where social norms dictate strict levels of
respect and formality when communicating
with superiors. Your predisposition to adjust
communication for status could be problematic
in egalitarian cultures, where a superior would
expect a direct and complete message even
from a subordinate. Likewise, superiors who
are very direct in expression and interpretation
might misunderstand a message that is
deliberately indirect and gentle.
Recommendations
The politeness and respect you confer on
superiors can lend a professionalism to your
workplace communication with peers,
subordinates, and partners as well. However,
you should be sure to consider that respectful
communication can sometimes impinge on your
message clarity.
3. ADJUST COMMUNICATION FOR OWN
IMAGE
Your Score is: 5.0
Your responses indicate that at work, you
often adjust your communication to preserve
your image or save face. You are often
annoyed and frustrated if you lose face in a
situation.I
Strengths and Challenges
Often paying attention to the communication
context and making adjustments to save face
reflect strong social awareness. Your
attention to others’ interpretations and
concern for your social image may help you
to manage others’ impressions. However,
when you engage in such behavior, keep in
mind that some others may perceive your
communication finesse as manipulative or
insincere.
Recommendations
Preserving face is an important skill in
today’s hi-tech and fast-paced environment
that revolves around social connections. But
protecting your image or status should not
come at the cost of honesty or transparency.
Remember to consider how protecting
yourself could impact others; use
perspective-taking to reflect on the
consequences of your message before you
send it.
Relationship style
Team Size = 3
Openness is a characteristic of your relationship
style at work. Openness represents your
tendencies to be more open or more reserved
when communicating about yourself and about
the truth.
Your Score is: 2.5
At work, your communication is fairly open. You are often
comfortable initiating conversation with strangers. For you,
transparency means telling the truth in most contexts
regardless of the relationship or others’ feelings.
Low Context
Dependence
High Context
Dependence
Openness
1. COMMUNICATE
CAUTIOUSLY
2. CONVEY FACTS
SENSITIVELY
KEY You Team Members
Your Behaviors and Attitudes
1
1
1. COMMUNICATE CAUTIOUSLY
Your Score is: 2.0
Your responses indicate that at work, you are usually an open and
outgoing communicator. You usually initiate conversation with
strangers and are comfortable bringing up personal matters (e.g.
whether you have children, your favorite movie) with people you do
not know well.
Strengths and Challenges
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