Page 119 - Communication in Organizations Basic Skills and Conversation Models

Communication in organizations 108

should introduce the subject, ask attention for it and give a clear picture of their own
vision.
If participants do not listen or talk with one another and interrupt each other they are
not demonstrating task-oriented behaviour. Digressing from and lengthy elaboration on
the subject are also behaviours that do not contribute to an efficient and goal-oriented
meeting.
Participants who operate with a ‘hidden agenda’ have a negative influence on the
progress of the meeting. By ‘hidden agenda’ we mean that people have goals in their own
minds which are not on the distributed agenda, and which they bring up in an unclear
way. This unclear way makes it difficult for the chairperson to recognize that a different
topic of conversation is being introduced, which is why it is also difficult to postpone the
topic to another meeting. Such participants sow the seeds of confusion through their
obscurity.
People-oriented behaviour demonstrates that one is giving attention to the views,
thoughts and feelings of the other participants in the meeting. Usually, different
participants have different opinions. It is important for the smooth progress of the
meeting that each individual’s opinion is respected. Emotions often play a role during
meetings: for example, when involvement in a subject is high or when there is a great
deal at stake. Sometimes participants may feel alone during a meeting if none of the other
participants agree with their standpoint. Disappointment, irritation, agitation, fear,
aggression, affection, contentment and relief are examples of emotions that may
influence the decision-taking process. In many cases it is effective to show understanding
of these emotions either as chairperson, or as a participant in a meeting. By showing
understanding you are respecting such emotions and enlarging the possibilities of a
fruitful discussion. A meeting rarely proceeds purposefully if one or more of the
participants is so emotional that they can no longer think clearly.
People-oriented behaviour can be demonstrated by using ‘paraphrasing’ and
‘reflection of feelings’, as described in Part I. The application of these skills enables the
participants to feel understood and accepted. Moreover, the difference between the
rational considerations and the emotions behind them becomes more transparent. Besides
‘paraphrasing’ and ‘reflecting feelings’, the listening skills of ‘asking questions’ and
‘summarizing’ are useful for letting the other participants know that their contributions
are taken seriously. If meetings are held in an atmosphere that is viewed as disagreeable
by some participants, it is useful to apply these skills to correct the atmosphere. In Part I
this skill is described as ‘situation clarification’ (see p. 28). Here is a practical example
from Dinner Ltd:

The other participants in the meeting could wrongly interpret the
enthusiasm of Freddy Fortune, based on his optimism acquired during the
symposium, if none of them asks why he is so enthusiastic. The energy
with which he forwards his plans can be interpreted as martinetery and
viewed as meddling in internal questions concerning absence due to
illness. If Freddy does not notice this irritation, there is only a slight
chance that the rest of the meeting will accept his plans.