Page 113 - Communication in Organizations Basic Skills and Conversation Models

Communication in organizations 102

Pitfalls

Here we have described an ideal model. The phases are neatly completed, step by step,
resulting in a decision with which all participants are satisfied. Unfortunately, in actual
practice the process of decision taking, even with the help of a structured model such as
described here, is often less satisfactory.
Each phase has its difficulties. It is the task of the group in general and the possible
group leader in particular to perceive these difficulties and bring the conversation back to
the aim. In phases 1 and 2, in which the problem is not yet clearly formulated, confusion
often reigns regarding what the problem is, or what one supposes the problem to be. The
problem is often confused with the symptoms. For example, is the dissatisfaction with the
personnel day at Dinner Ltd the problem, or is it the day’s programme? People often have
a tendency to search quickly for an explanation of situations that they do not have under
control. This can result in group members pointing out a scapegoat for the disagreeable
situation. For example, the half-heartedness of the employees of Dinner Ltd could be
pointed out to be the cause of all the dissatisfaction. With such an attitude the necessity of
actively seeking solution strategies can be killed at an early stage.
Participants may start seeking solutions even before the problem is clear due to a
tendency quickly to put an end to uncertain situations. The first thing that should happen
in phase 3 is reaching agreement on the definition of the problem. Is the problem
discussed so far the ‘real’ problem or is there another problem behind it?

The staff association of Dinner Ltd can now try, for example, to improve
staff unity by means of the personnel day, but if the real problem is
‘friendship polities’ or ‘subgroup forming’, then a new programme cannot
solve the real problem.

For the conversation leader the listening skills ‘asking questions’, ‘paraphrasing’,
‘reflection of feelings’, ‘concreteness’ and ‘summarizing’ are important in order to
outline the dissatisfaction with the present situation and to acquire a clear picture of the
desired situation. The conversation leader closes phase 3 with a clear formulation, which
is understood and agreed upon by all participants.
In phase 4, in which strategies are developed, there are a number of pitfalls. One of
the most common is the immediate discussion of each strategy that has been mentioned.
Appraisal and disapproval are immediately expressed, which is often obstructive for the
creative process. The group then conforms too quickly. A second pitfall is that strategies
put forward by people who enjoy a high status within the group receive disproportionate
attention and value in relation to strategies introduced by people who are less respected.
If a solution immediately prompts negative reactions, then the people who offered the
strategy can quickly become discouraged. A third pitfall is grasping for solutions that
have rendered a service in the past, without looking for new solutions.
An important communication skill for the conversation leader at this phase is
‘attentive behaviour’. Eye contact, a warm, respectful attitude and intonation and use of
‘minimal encouragers’ stimulate participants to offer their contributions. By making a