【正文】 e of leaders ? type of industry ? regional location ? size of anization ? client needs ? work processes Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994 Dominant munication style within a group is its norm Communication Styles in the Workplace 39 CBJHu801 ?Generally two munication styles in an anization –hierarchy: anizes relationships in terms of status –equality: anizes relationships in terms of connection ?Dominant style will bee anization?s norm There are generally two primary styles in the workplace. They are anized by a focus on hierarchy or equality. Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994 Communication Styles in the Workplace 40 CBJHu801 Both systems anize interactions and relationships they just do it differently. Source: Tannen, Deborah, “You Just Don?t Understand”, Ballantine Books, New York, 1990, Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994 Hierarchy Objective Description Process Equality Maintain equal status in group Each group member strives to minimize differences by maintaining appearance of equal status Members avoid taking center stage, deflect or share attention if they get it, avoid challenges Maintain ranked status in group Each group member strives to be one up by putting others down Individuals jockey for center stage, challenge those who get it, leader deflects challenge Characteristics of Hierarchy and Equality 41 CBJHu801 The world is seen very differently in each system. Source: Tannen, Deborah, “You Just Don?t Understand”, Ballantine Books, New York, 1990 Hierarch y Equ ali t yO bje cti v e ? G ai n po w e r andac c ompl i s hment? G ai n i ndepend enc e? Av oi d fai l ure? G ai n relati ons hi p andc l os enes s? Preserve i nv ol v ement? Av oi d i s ol ati onPlace in t he w orld Indi v i dual i n s oc i alorder i n whic h y ou a reei ther one up or on edo w nIndi v i dual i n w ork ofc onnecti onsDef ini ng concer n Am I abov e or belo wy ou?Are w e c l os e or fa r apa rtfrom each othe r?Sou rce of c on f lict Undeserved c l ai m ofhi gh s tatusUndeserved c l ai m ofi nti mac yCo n flict re sol v ed b y Re nego ti ate s tatus Re nego ti ate dis tanc eHierarchy/Equality (Views of the World) 42 CBJHu801 Hierarch y Equ ali t yStructure o frelatio nsh i psRanked s tatus(As y mmetric al)Equal c onnecti on(S y mmet ric al)“ G lue” t hat ho ld srelatio nsh i psto ge th erAc ti v i ty TalkPurpo s e ofcon v ers ationNegotiati ons fors tatusNegotiati ons forc l osenes sA i m incon v ers ationG et the upperhandSeek and giv ec onfirmati on ands uppor tA v o i d incon v ers ationBei ng put do w nand shov edaro undBei ng pushedawa yProcess of interaction is also seen very differently by the two systems. Source: Tannen, Deborah, “You Just Don?t Understand”, Ballantine Books, New York, 1990 Hierarchy/Equality Interaction 43 CBJHu801 ?The function of both systems is to anize relationships in terms of both status and connection ?Their primary focus is different The two systems differ in their focus, not their function. Source: Tannen, Deborah, “You Just Don?t Understand”, Ballantine Books, New York, 1990 Hierarch y Equ ali t yPrimar y F oc us Attai n status ,Av oid fai l ur eAttai n connec tion,avoi d is olati onSecondar yCo nc ernAttai n connec tion,avoi d is olati onAttai n status ,avoi d fail ur eFunction and Focus of Workplace Styles 44 CBJHu801 Each style tends to be biased toward own norm, has a negative view of the other, and misses elements that don’t fit their perception of themselves. Hierarchical Egalit aria nSees Self as ? Ex c i ti ng? O nl y wa y t o getthings done? Nur turing? O nl y wa y t o takec are o f oneanotherSees O th eras? Touch y Feel y? Incapabl e ofgetting thi ngs done? Hosti l e andAggress i v e? Incapabl e ofc ompas s i onMisses inO w n Pat tern? Inter acti ons are abonding proces s? G rou p membe rshave rank ands tatus。 s ty l epreservesappear a nce ofequali t ySource: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don?t Understand”, Ballantine Books, New York, 1990 Styles’ View of Each Other 45 CBJHu801 ?Historically, workplace was primarily male –men tend to municate in hierarchical style –workplace reflects influence ? many anizations have hierarchical norm ?Women?s presence introduced new style –women tend to municate in egalitarian style –anizations adopt new style to the degree it: ? reflects style of leaders ? is represented in anization ? supports work practices –may use style situationally if not used as norm Communications in the workplace reflect the generally different styles of men and women. Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don?t Understand”, Ballantine Books, New York, 1990 The Impact of Gender 46 CBJHu801 ?Each of us believes deeply: –our norm is the best way to municate ? makes the most sense, has the most value ? everyone should municate the way we do –if they don?t, they should change ?This bias reduces effectiveness in a norm that doesn?t match our style We hold strong biases about the group norm we subscribe to... Source: Tannen, Deborah, “Talking From 9 to 5”, Avon Books, 1994。 Tannen, Deborah, “You Just Don?t Understand”, Ballantine Books, New York, 1990 Understanding Group Norms 47 CBJHu801 ?Whenever you join an established munity, individual style may or may not match group norm ?If it doesn?t, may clash with some or many stylistic beh