Organizational Communication For Leaders

GIBB CATEGORIES ACTIVITYJack Gibb studied the relationship between communication and interpersonal climates.  He identified communication that promotes defensive climates and those that foster supportive climates . As you can see, the left column included behaviors/comments that usually increase defensiveness in others. We need to work toward improving our communication by using the right column!Communication Climates in Conflict SituationsDefensive ClimateSupportive ClimateEvaluationJudging another’s actions as good or badYou have no disciplineYour sleeping too muchYou shouldn’t have done thatYou did the right thingYou shouldn’t feel that wayThis is the worst report I have ever readDescriptionDescribing another’s behavior or actionsI wish you hadn’t have done thatYou seem more sleepy latelyYour running lateYou seem pleased with your decisionYou seem to be experiencing some difficulty with this reportCertaintyCertain that only one opinion can be correct: mineThis is the only idea that makes senseOnly a fool would vote for that personThere’s no point in discussing it any furtherProvisionalismShuns absolutes and is open to possibilitiesOne way to look at it is….It is possible that…The way I tend do see the situation is…I feel strongly on this subject, but I would like to hear what you have to say.Control OrientationThis is a situation I will controlWell, I like the Honda more than the Ford you want, and it’s my money that’s going to pay for it.Problem OrientationThis is a problem we can solve togetherIt seems that we have really different ideas about how to spend the extra money in our department.  Let’s talk through what each of us wants and see whether there’s a way for both of us to get what we need.NeutralityAppearing withdrawn or detached:  WhateverLike what I think really mattersMove onI don’t careIt doesn’t matter to meEmpathyIdentifying with another’s emotionsIt sound like you really feel uncomfortable with your jobI don’t blame you for being worried about the situationSuperiorityMy opinion is better than yoursI know a lot more about this than you do.You just don’t have my experience…Is this the best you could do?As long as you work for me…EqualityWe both have opinions lets hear each other outI want to hear what you have to say about thisLet’s tackle this problem togetherStrategyManipulative, fake, having hidden agendasWould you do something for me if I told you it really matters?Remember when I helped you with your presentation last month?If you were my friend, you will…SpontaneityStraightforwardness-directness and honestyI really need your help with this computer glitch.Would you help me with my presentation, I’m struggling for a topicApproach an important person in your life and request some help in learning more about yourself. Begin by explaining all twelve of the Gibb behaviors to your significant other, a coworker, relative, friend, etc. Be sure to give enough examples so that each category is clearly understood. When your explanation is complete and you’ve answered all of your partner’s questions, ask him or her to tell you which of the Gibb categories you use. Seek specific examples so that you are certain to understand the feedback fully. (Because you are requesting an evaluation, be prepared for a little defensiveness on your own part at this point.) Inform your partner that you are interested in discovering both the defense-arousing and the supportive behaviors you use and that you are sincerely interested in receiving a candid answer.In a concluding stWrite a one page summary of what you learned: examples given by your partner, areas for improvement, areas you do well, how you felt as your partner was describing you, whether you agree with the evaluation, and what effect your use of the Gibb categories has on your personal and professional relationships, etc.