Introduction
The experience that I had during inter-personnel communication happened at a teamwork meeting that was held in a corporate office. The team agreed on the new project plan, and one member among them, let’s name her Alice, supposedly some different strategies to perform a specific task. The communication barrier could have been more robust owing to some issues and obstacles.
Dialogue Analysis
Content and Relationship Dimensions
Alice: “My proposition is to apply Agile principles to the remaining phase of this project or not.”
Manager: “No the waterfall approach has been the one that we have usually followed, and it has always provided us with good results”.
In these sentences, Alice describes our experience; thus, we should change the project method. Nevertheless, the manager’s reaction indicates that she needs to have the attitude to welcome suggestions or new ideas, which lowers her performance in one of the relationship dimensions. This may mean a breakdown in metacommunication: the team is not relating the message as it should and may even cause misunderstanding in the relationshipMiljković, J. (2022).
Interpersonal Communication Principles
Irreversibility
Alice: “As Agile approach includes some inspiring benefits such as enhanced adaptability, I am convinced it may assist us well.”
Manager: “There will be no more substitutions! According to plan it is!”
Having to send out Alice’s message, there is no withdrawal option once it has been communicated. With the manager confirming this earlier campaign’s success, it comes across as an inflexible approach that only accommodates solutions. These unintended communications could create problems of psychological distancing, thus leading to frustration and demotivation Mann et al. (2000).
Complication
The audience might notice several people are hashing out the problem, which can confuse them. Alice’s proposal can have a clear opposite side because it needs to align with the subconscious rules and norms set within the team, which could lead to misunderstandings and confrontations.
Governance by Rules
Some code for the team states staying with the code methodologies is more critical than exploring other new workflows. Mutually acceptable rules may not follow that, leading to the absence of regulations or a decision-making process that interprets the system Dymova et al. (2010).
Social Information-Processing Theory
Alice: “It is worth noting that Agile methodology goes hand in hand with an iterative approach which is advantageous for this project as it is full of unknowns.”
Manager: “We don’t have an extra time for experiments and there are no options to apply them.”
The manager’s reaction implies that he values “quick and surface interpretations” of the more profound implications, including “context and emotions” of Alice’s motion. According to the Social Information Processing Lessons, the messages conveyed through electronic media might be less personal or relate to the social and emotional issues that take longer to grapple with in face-to-face encounters, giving room to misinterpretation Imran et al. (2015).
Interpersonal Communication Competence
Alice: “I recognize your misgivings, but I believe in Agile for tackling them while ensuring the more positive project results.”
Manager: “We are done planning, no need to stray from what we have. Be sure to do as planned.”
Evidence of other orientation by Alice is her recognition of the manager’s concerns and her intention of verbalizing her points of view in a way that mirrors the correct mental model of the team. Nevertheless, the boss’ approach will likely fail to meet new requirements as the response involves more commands instead of empathy stimulation Goleman et al. (2013).
Conclusion
Through the case of inadequate interpersonal communication exchange, the significance of considering content and embarking on a relationship-building strategy is exposed. It also highlights smartness, compassion, and flexibility that help in effective communication and teamwork. By acknowledging and alleviating communication barriers, teams enhance their interpersonal communication skills and get to the top of their results.
REFERENCES
Miljković, J. (2022). Effective communication in global virtual teams: exploring the impact of metacommunication/Author Jelena Miljković.
Mann, S., Varey, R., & Button, W. (2000). An exploration of the emotional impact of teleworking via computer‐mediated communication. Journal of Managerial Psychology, 15(7), 668-690.
Dymova, L., & Sevastjanov, P. (2010). An interpretation of intuitionistic fuzzy sets regarding evidence theory: decision making aspect. Knowledge-Based Systems, 23(8), 772-782.
Imran, M., Castillo, C., Diaz, F., & Vieweg, S. (2015). Processing social media messages in mass emergency: A survey. ACM Computing Surveys (CSUR), 47(4), 1-38.
Goleman, D., Boyatzis, R. E., & McKee, A. (2013). Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press.
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