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Whydon’ttheylisten?AcaseStudyMissSabaHabib
JoanBarrywastheOfficeManageratCoralFashionsLtd,amedium-sizedclothingmanufacturingcompany.Shewasaconscientious,hardworkingandserious-mindedemployee,whomanagedtorunanefficientoffice.Sheconsideredwithsomejustification,thatsheworkedwiththethinresourcesminimalstaffandalackofuptodateofficeequipment.Shehadherownideasforimprovingofficesystems,throughtheintroductionofmoreadvanceddataprocessing,butwasdiscouragedbytheGeneralManager,SimonCasey,whodidnotregardupdatingofficeasapriority.Barrycontinuallyworkedunderpressuretomeetherschedules,andherfailuretogetherideasovertoCaseywasbuildingupfrustrationsthatwerestartingtoaffectherhealth.Coralhadrecentlyengagedafirmofconsultantswhohadbeenbriefedtolookatofficeadministration.BarryexplainedherproblemsandviewsatherinitialmeetingwiththeyoungresidentconsultantTonyHall.HallhadsubsequentlyaskedforafurthermeetingwithBarryandthetwometat5:15pm.Hallopenedthediscussionself-importantly:”Ihavebeenthinkingaboutyouroffice&the
answerisobvious–you‘vegottoupdateyourofficesystems.They‘rejusttoooldfashioned."JoanBarrywasspeechless-andwhitewithrage.Yourcomments?
OurComments:Theofficemanagerhadbeenletdowntwicehere-FirstlybyGeneralManagerwhorefusedtotakeseriouslywhatprovedtobesoundadvicefromJoan,andsecondlybytheconsultantwhoungraciouslygaveJoannocreditforhersuggestion.Thisinsensitivityisscarcelylikelytoenhancehermotivation…..jobsatisfaction-orultimatelyorganizationalefficiency.Nowitsclearthatthepersonalattitudesandqualitieswilldeterminethesuccessorfailureofworkplacecommunication.RECOGNISINGOFTHEIMPORTANCEOFSOCIALSKILLSISANESSENTIALSTEP&WECOULDIMPROVEITSEFFECTIVENESSASCOMMUNICATORSBY:
Becomingmoresensitivetotheattitudes,needsandaspirationsofothers.Tryingwhereverpossibletoseethesituationthroughotherpeople’seyes.Observingtherulesthatgovernmoreformalcommunicationsettingsuchasinterviewsormeetings.
Socialskills!ItsveryimportantformanagerstoappreciatethesocialskillsWhichareneededwhentheyhavetodealwithpeopleatwork.Perceptionsinfluenceourbehaviorwhencommunicating.Researchintohumanbehaviorhasshownthatduringpersonalinteractions,thewayweperceiveothersguidesourbehaviortowardsthem.onereasonforconflictsandproblemsarisingfromperceptionandhumanbehavioristhatpeopleliterallyseethingsdifferently.Ifthissortoftestimmediatelyputspeopleintoseparate“camps"smallwonderthatourresponsestomorecomplexinformationwillshowourourindividualityevenmoreradically.
Selfdiscovery!!!Knowledgeofourownattitudes-consciousandunconscious-andprejudiceessentialtoourbecomingsensitiveandeffectivecommunicators.Communicationexpertsarguethatitisimpossibleforpeopletocommunicatewellunlessthattheyhaveknowledgeofthemselves.Understandinghowwemeasureourselvesisamajorsteptoimprovingourcommunicativeability.Thisunderstandingisimprovedbyexaminingourownselfconcept.Psychologistsdistinguishthreeaspectsofourselfconcept:ThemethatIknow.ThemethatIwishIwereThemethatIwantotherstosee.
Somepeoplearesoadeptatprojectingimagesofthemselvestoothersthattherealpersonisneverdisplayed.SELF-CONTROLcanbeanadvantagetoamanagerbutwhentakentotheextremecanpreventeffectivecommunication&understanding.Thecommunicatorinanorganizedenterpriseneedstodemonstrateopennessandahighlevelofinterpersonaltrust.
Cell1ArenaCell3facadeCell2BlindspotCell4UnknownEXPOSUREFEEDBACKKnownbyothersUnknownbyothersKnownbySelfUnknownBySelfJOHARIWINDOWOriginatedbyLuft&Ingham(1969)&developedbyHall(1973
CELL1publicareawherequestionscanbeaskedfreelyandanswersgivenwillingly.Thisareaencompassesattitudes,feelings&behavior.CELL2NervoushabitsCELL3Secretthoughts,desires&motives.
CELL4Deeplyhidden.Programmedattitudes&instincts.YOUCANENHANCETHECOMMUNICATIONBYINCREASINGTHESIZEOFARENABYTWOMEANS:Exposureofoneselftootherssolicitingfeedbackfromothers.
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