USING ETHICAL INTERPERSONAL COMMUNICATION SKILLS : Describe a time when you engaged in dialogue. When did it occur and with whom? What did each party say and do? What was the outcome of your encounter
Chapter 4 Ethical Interpersonal Communication Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 2 Learning Objectives 1 -1: Understand what constitutes dialogue 1 -2: Identify ethical communication competencies 1 -3: Define what it means to have a moral argument Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 3 Dialogue: An Ethical Framework for Interpersonal Communication • Theorist: Martin Buber • Premise : Attitudes set the moral tone of conversations • I-It -- treat others as objects • I-Thou (You) -- treat others as unique human beings • Monologue: Self -centered, I -It communication • Technical dialogue: gathering and processing information • Dialogue: I -Thou communication between equal partners Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 4 Characteristics of Interpersonal Dialogue • Presence -- unscripted and unrehearsed • Emergent unanticipated consequence -- unpredictable results • Recognition of “strange otherness” -- test your understanding of the other party • Collaborative orientation -- come up with a joint solution Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 5 Characteristics of Interpersonal Dialogue (continued) • Vulnerability -- risky • Mutual implication -- keep listeners in mind • Temporal flow -- unfolds over time • Genuineness and authenticity -- give the benefit of the doubt and share thoughts and feelings Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 6 Ethical Communication Competencies • Key Skills for Dialogue • Mindfulness • Effective listening • Confirmation • Emotional intelligence • Trust building • Moral argument Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 7 Mindfulness, definition • Definition : Devoting full attention, being fully present • Mindlessness -- inflexible, thoughtless, often unethical • Mindfulness processes • Creation of new categories • Welcoming new information • Openness to different points of view Can develop through practice in routine interactions Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 8 Mindfulness, Self - Awareness Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 9 Effective Listening HURIER Model • HURIER listening model • Component 1: H earing (focusing) • Component 2: U nderstanding (processing) • Component 3: R emembering (memory) • Component 4: Interpreting (assigning meaning) • Component 5: E valuating (making a judgment) • Component 6: R esponding (adjust messages) Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 10 Effective Listening, Listening Skills Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 11 Effective Listening, Listening Styles • Listening styles • People -oriented : priority on maintaining relationships • Action -oriented : task focused • Content -oriented : evaluate complex messages • Time -oriented : value effectiveness and efficiency Recognize the shortcomings of each style Adapt your style to match the communication context Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 12 Effective Listening Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 13 Self - Disclosure • Important to self -disclose to foster collaboration • Disclosure leads to better self -understanding • Five types of individuals who engage in inappropriate self - disclosure:• Oblivious disclosures • Bumblers • Open books • Inscrutable disclosures • Social engineers Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 14 Confirmation • Definition : The process of recognizing and acknowledging the presence and value of others • Confirming behaviors • Express recognition of the other person’s existence • Acknowledge a relationship or affiliation • Express awareness of the significance or value of the other • Accept or “endorse” the other person’s experience or way of seeing the world • Disconfirming responses devalue others Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 15 Disconfirming Responses • Disconfirming Responses • Impervious: Failing to acknowledge the other • Interrupting : Cutting the other speaker short • Irrelevant : Responding in an unrelated way • Tangential: Taking the conversation in a new direction • Impersonal : Conducting a monologue • Ambiguous : Responding with messages with multiple meanings • Incongruous : Nonverbal behavior inconsistent with verbal message Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 16 Confirming Responses • Confirming Responses • Recognition : Responding, treating the other party with respect • Acknowledgment: A direct, relevant response • Endorsement : Accepting the other party Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 17 Emotional Intelligence, Definition • Definition : The capacity to identify and influence emotions in others and in the self • Intelligence skills sets • Identifying emotions -- reading and conveying feelings • Using emotions -- employing feelings in decision -making and tasks as well as to motivate others • Understanding emotions -- understanding the causes of and progression of feelings • Managing emotions -- controlling feelings to lead to positive outcomes Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 18 Emotional Intelligence Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 19 Emotional Intelligence Emotional Analysis Questions Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 20 Trust Building • Trust = being vulnerable based on positive expectations of others • Involves a obligation or duty to protect those who rely on us • Fostered through character, competence, and openness • Types of trust betrayal • Major: Intense feelings of distress and disappointment • M inor: Damaging over time • Intentional • Unintentional (inadvertent) Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 21 Trust Building Building Blocks of Organizational Trust Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 22 Moral Argument Discourse Ethics • Theorist: Jergen Habermas provides ground rules called -- Discourse ethics -- these are ground rules for engaging in moral argument • Five steps for enacting discourse ethics in an organization:
• Make a statement about actions that will impact others • Identify those who will be impacted • Communicate to the parties identified • Fully debate the consequences of the action • Make a judgment about the claim and its consequences determining if it is acceptable to all groups and therefore ethical. Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 23 Moral Argument Ability to Engage • Steps to improve the ability to engage in moral argument:
• Practice perspective taking • Engage in active listening • Ensure that everyone has an equal voice • Develop your ability to make and evaluate claims • Use sound evidence Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 24 Moral Argument • Strong evidence has these characteristics:
• Reliable • High in expertise • Objectivity • Consistency • Recentness • Relevance • Accessibility Johnson, Organizational Ethics 4e. © Sage Publications, 2019. 25
