Chapter 3

Understanding Your
Communication Style

CATHERINE E. SANCHEZ
PhD Student/Reporter

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights
Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Chapter 3: Understanding Your
Communication Style

Have you ever wondered why it seems so difficult to

talk with some people and so easy to talk with
others? Can you recall a situation where you met
someone for the first time and immediately like that
person?

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Chapter 3: Understanding Your
Communication Style

“Everyone has had the experience of saying or doing something

that was perfectly acceptable to a friend or coworker and then being
surprised when the same behavior irritated someone else.”
-David Merrill & Roger Reid, Authors, Personal Styles & Effective Performance

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Chapter 3: Understanding Your
Communication Style

This chapter aims:

• To help you understand the impact your communication

style has on the impression others form of you
• To provide us with the information you will need to cope
effectively in today’s workplace, which is characterized by
a growing diversity and an increasing emphasis on
teamwork

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Communication Styles: An Intro (1 of 3)

Communication Style Defined

• Patterns of behavior that others can see and hear

• By getting to know your style, you can:

o Achieve greater self-awareness
o Become more sensitive & tolerant to others’ styles
o Develop more effective relationships with yourself & others

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Communication Styles: An Intro (2 of 3)
• Communication-Style Bias
-It is a state of mind that exists at the unconscious level.

• The tendencies and preferences we have related to communication

o Similar styles tend to relate easily to one another
o Different styles may have more difficulty developing rapport

Unconscious style bias- Unconscious biases are social stereotypes about certain groups
of people that individuals form outside their own conscious awareness. Everyone holds
unconscious beliefs about various social and identity groups, and these biases stem from
one's tendency to organize social worlds by categorizing.

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Communication Styles: An Intro (3 of 3)

How is communication style different than personality?

Personality and Your Communication Style

• Personality is fairly stable, but communication style is an acquired

behavior & thus modifiable

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Fundamental Concepts Supporting Communication
Styles (1 of 3)
1) Individual differences exist and are important
o Length of eye contact, use of gestures, speech patterns, facial expressions
and the degree of assertiveness people to others are some of the
characteristics of a personal communication style.

2) Individual style differences tend to be stable.

o People tend to be consistent throughout life
o Carl Jung, a Swiss psychiatrist states that every individual develops a
primary communication style that remains quite stable throughout
life.

3) There are a limited number

Reece/Reece, Effective of
Human Relations:styles
Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Fundamental Concepts Supporting Communication
Styles (1 of 3)
3) There are a limited number of styles
o Jung described four styles
o Intuitor, thinker, feeler, and sensor

Intuitor- a person with a passion for learning and innovating (ex. accountants)

Thinker- it may take you a while to make important decision (ex. Coaches)

Feeler- takes place between ego and a given content (ex. stock market traders)

Sensors- transmit physical stimulus to perception (ex. Graphic designers)

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Fundamental Concepts Supporting Communication
Styles (3 of 3)
4) A communication style is a way of thinking and behaving
o Not how well you communicate, but how you like to
o Ability-refers to how well someone can do something
o Style- refers to how someone likes to do something
5) Productive relationships are developed by being in sync with
(mirroring) one another
o Being able to identify and adapt to styles gives you an advantage!
o Mirroring-when one person intentionally matches the communication style
of the person he or she is meeting with
o Style Flexing- Learning to adapt your style to fit the needs of another
person
Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Communication Style Model
Communication styles are
based on two dimensions:
• Dominance: The tendency
to display a “take-charge”
attitude
• Sociability: The tendency
to seek and enjoy
relationships

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Dominance Continuum (1 of 2)

Low Dominance High Dominance

• More cooperative • Give advice freely
• Eager to assist • Initiate demands
• Less assertive • More assertive
• More willing to be controlled • Tend to seek control

Where should you be on the dominance continuum?

When and how should you flex?
Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Where should you be on the dominance
continuum? When and how should you flex?
*Is there any best place to be in the dominance continuum? Not really. Successful people can be
found at all points along the continuum. Nevertheless, there are times when people need to act
decisively to influence the adoption of their ideas and communicate their expectations clearly.

*Someone low in dominance may need to become more assertive temporarily to achieve an
objective. New managers who are low in dominance must learn to influence others without being
viewed as aggressive or insensitive.

*People who are highly dominant must sometimes curb their desire to express opinions and
initiate demands. A person who is perceived as being extremely strong-willed and inflexible will
have difficulty establishing a cooperative relationship with others.

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Sociability Continuum (2 of 2)
High Sociability
• Expresses feelings
Sociability can
• Open & talkative
be defined as
•Enjoys personal associations the tendency
Low Sociability to seek and
• Controls feelings enjoy social
• More reserved relationships.
• More formal in relationships
Where should you be on the sociability continuum?
When and how should you flex?
Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
The Sociability Continuum (2 of 2)
Where should you be on the sociability continuum?
When and how should you flex?

*There is no best place to be.

* A person who is low in sociability is more likely to display a
serious, no-nonsense attitude when dealing with other people
(impersonal or businesslike)

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Four Communication Styles

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Emotive Style
High sociability and dominance
• Displays spontaneous, uninhibited
behavior
• Displays the personality dimension
described as extroversion
• Possesses a natural persuasiveness

• A good example of the emotive type of person is comedian Jay Leno.

• Ellen DeGeneres, a talk-show host, and Suze Orman, a noted authority on money
management, also projects an outspoken, enthusiastic, and stimulating style.
• Rachael Ray, host of several Food Network cooking shows, is animated, frequently
laughs at herself, and seems to like an informal atmosphere.
Emotive Style

ELLEN DEGENERES SUZE ORMAN

• Talk-show host • Noted authority on money management

 They both project an outspoken, enthusiastic, and stimulating style

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Emotive Style
RACHAEL RAY
• Host of several Food
Network cooking
shows

 She is animated,
frequently laughs at
herself, and seems to
like an informal
atmosphere.
Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Directive Style
High dominance, low sociability
• Projects a serious attitude
• Expresses strong opinions
• May project indifference
o Does not easily communicate a
warm, caring attitude

Donald Trump and Tom Peters projects this kind of

communication style. They have been described as
frank, assertive and very determined.

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Reflective Style

Low dominance and sociability

• Expresses opinions in a disciplined,
deliberate manner
• Seems preoccupied
o May be quiet, may seem difficult to get
to know
• Prefers orderliness

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 The late physicist Albert
Einstein once commented on
how he liked to spend idle
hours.

“ When I have no special

problem to occupy my mind, I
love to reconstruct proofs of
mathematical and physical
theorems that have long been
Albert Einstein known to me. There is no goal
in this, merely an opportunity
to indulge in the pleasant
occupation of thinking.”
Supportive Style
High sociability, low
dominance
• Listens attentively
• Avoids the use of
power
o Relies on friendly
persuasion
• Makes and expresses
decisions in a thoughtful,
deliberate manner
o Appears low-key in decision-
making roles
Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Neil Armstrong
Identifying Your Preferred Communication Style
• Don’t stereotype
o Not all scientists are reflective; not all salespeople are emotive
• No one conforms completely to one style
o You share some traits with other styles
• Communication style is only one dimension of personality
• Complete the online assessment of your communication style
• Please do not share this link with others.

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Variation Within Your Communication Style (1 of 2)
• Zone 1: Lower
intensity; harder to
identify
• Zone 2: Greater
intensity; more
obvious
• Excess Zone: High
intensity & rigidity

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Variation Within Your Communication Style (2 of 2)

Under what conditions might a person’s communication style move

into the excess zone?

What behaviors might be displayed in the excess zone by:

The emotive style?
The directive style?
The reflective style?
The supportive style?
Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Tips on Style Identification
• Focus on observable behavior
o The best clues are nonverbal
• Determine where the person falls on the sociability and
dominance continuums
o Do not rush to identify; continue to collect information and
reassess
o Different situations bring out different behaviors
• People behave differently in class than at home

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Versatility: The Third Dimension
• Versatility: Acting in ways that earn a social endorsement
o Endorsement: other people’s approval of our behavior

• Independent of communication style

• Versatility may change over time, whereas communication style is
relatively stable

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Achieving Versatility Through Style Flexing
• Style Flexing-Deliberate attempt to change or alter your style to meet
the needs of another person
• Temporary effort to act in harmony with other communication
styles
• Style Flexing at Work
o Case example: Emotive vs. reflective styles – please see p. 69

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategies for Adapting Your Style (1 of 4)

Flexing to the Emotive Style

• Take time to build a social as well as a business relationship
• Display a genuine interest in the other person
• Do not place too much emphasis on details
• Maintain a fast and spontaneous pace

Which style might find it hardest to flex to emotives?

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategies for Adapting Your Style (2 of 4)

Flexing to the Directive Style

• Be specific, brief, and concise
o Use time efficiently
• Present facts logically and be prepared to provide
specific answers
• Maintain fast and decisive pace
o Project an image of strength and confidence
• Messages should be short and to the point

Which style might find it hardest to flex to

directives?
Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategies for Adapting Your Style (3 of 4)

Flexing to the Reflective Style

• Be well organized
• Be straightforward and direct
• Be accurate and realistic when presenting info.
• Be detailed and precise
• Speak slowly and systematically

Which style might find it hardest to flex to reflectives?

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategies for Adapting Your Style (4 of 4)

Flexing to the Supportive Style

• Show a sincere interest in the person
o Identify areas of common interest
• Listen receptively and be responsive
• Do not be pushy
• Put a priority on relationship building

Which style might find it hardest to flex to supportives?

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
A Word of Caution
• Do not label another person & then assume that label tells you
everything you need to know
o Remember the total person concept
• Do not label yourself & then use that label to excuse inflexible
behavior

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strength/Weakness Paradox
• There is no “best” communication style
o Each style has strong points
• People have problems when they rely too much on the
strengths of their style
o Appear pushy, wishy-washy, indecisive, or excitable
• Developing new skills can increase your versatility
• What problems might be associated with each of the
communication styles?

Reece/Reece, Effective Human Relations: Interpersonal And Organizational Applications, 13th Edition. © 2017 Cengage. All Rights Reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
“The most important thing in communication is
hearing what isn't said. “

Peter Drucker