University of Maryland, College Park

Pearl Diving Assignment 2

Ayden Harris
ENCE424: Communication for Project Managers
Dr. Shana Webster-Trotman
April 1, 2024
2

Introduction

As a second-semester senior in the School of Architecture, Planning, and Preservation, I am at a

shifting point from school to the professional world. I reflect on my journey with bittersweet
sentiment as I acknowledge the conclusion of my studies at the University of Maryland. In just
six weeks, I will graduate with Bachelor of Science in Architecture and a minor in Construction
Project Management. Throughout my time here, I have engaged with a diverse set of coursework
as it applies to the built environments. From design studios to scheduling projects, I explored the
intersection of architecture, construction, and project management. From ENCE424, I have
gained soft skills in communication, which are growing in importance as careers begin to change
more rapidly with new technology and artificial intelligence (AI).

Since the last Pearl Diving Assignment, our focus has shifted to more specific applications of
skills such as tailoring communication to personality types. I now feel equipped with tools to
navigate professional relationships in the workplace. Additionally, we explored storytelling,
which I find valuable for interview settings as it allows me to pitch my experiences and character
to employers. In the following paper, I demonstrate my proficiency in newly acquired skills
through a range of tasks. First, I use logos, pathos, and ethos to assertively communicate a stern
message via email, demonstrating my ability to professionally correspond. Next, I reflected on
my participation in an interview question exercise, highlighting my ability to respond to prompts
and work with peer groups. Then, I tackled a crucial conversation in which a boss publicly
insulted my efforts. Additionally, I detailed my involvement in an event I planned, underscoring
my ability to influence emotions in storytelling. Lastly, I analyzed my results from the Big Five
personality assessment, providing insights to my personality traits and comparing the application
of the Big Five to those of Jung and DISC assessments.

Email to the Team

Subject: Urgent- Addressing Team Performance

Dear Team,
I hope this email finds you well. As the team leader, it is my duty to regularly assess our progress
and performance on this project. It has come to my attention that we have fallen behind in
schedule this month. It is important for us to acknowledge and address what is causing the delay
in our work and improve it immediately. If we do not fix this delay soon, the client will be
disappointed, and our team’s credibility will be hurt.
On past projects when my team has fallen behind, we have successfully tackled the issue by
identifying the root cause and encouraging an open line of communication. Our issue is that we
have fallen one week behind in work on this 9-month project, a substantial change from our
initial projections. This unexpected change in schedule is an immediate issue and must be
resolved by speeding up productivity to get back to schedule. Logically, we must do extra work
3

these next few weeks to get up to speed. Whether the delay occurred to supply chain issues, lack
of attention to detail, or another problem, it is my expectation that underlying issues are shared
transparently in our team meetings.
To hear of this this delay is disappointing because I see the hard work and high effort that each
member has invested in this project. It is okay to feel disheartened about a setback, but it’s
crucial that we direct these emotions to action. At ConstructionGroup, we value integrity,
professionalism, and quality in our work. We will approach the challenge to get back on
schedule with a shared sense of purpose in our next meeting on Tuesday at 9am. Together, we
will get through it.
As always, I welcome any other thoughts or suggestions on how to handle our delayed schedule.
I am confident that together we can overcome this issue and more forward with success.
Thank you for your attention to this matter.

Sincerely,
Ayden Harris

B. Interview Questions Group Practice

During the “Communicating Through Storytelling” Zoom class session on March 5th, we
practiced responding to interview questions in breakout rooms. An individual picked a question
at random from the document and directed it to another member to respond. Upon finishing their
answer, they picked a new question for another member to answer. This dynamic format ensured
that each group member had equal opportunity to practice responding quickly.
This exercise was beneficial because it helped me identify characteristics of a strong response,
strengthened my active listening skills, and alleviated the pressure of a perfect answer. As I
answered mock interview questions, I fell into a pattern of storytelling: I introduced the situation
with two to three sentences, used key words from the question to demonstrate relevance, and
concluded with what I learned for future situations. This structure maintained clarity and
professionalism, equally important in interviews.
I also practiced active listening skills while listening to my group members’ responses over
Zoom. Given the limitations of the platform where most of the body is concealed, nonverbal cues
and body language are limited. To compensate, I slightly exaggerated active listening techniques
like nodding, eye contact, and facial expression to show that I was engaged. In doing this, I
aimed to create a supportive space where group members felt comfortable speaking.
Lastly, this exercise alleviated the pressure of a perfect interview answer. The rapid rate at which
we exchanged questions mitigated the opportunity to craft a script, fostering more fluid and
comfortable responses. The low-pressure environment was conducive to learning; members
experimented with response formats without fear of judgement.
4

Though the activity was simple, it positively impacted my confidence in answering potential
interview questions. Through this exercise I have prepared responses for a diverse range of
question types encompassing everything from leadership anecdotes to judgement scenarios and
examples of resilience. I will return to the provided document when preparing for future
interviews to ensure that I can articulate relevant experiences and qualifications in a professional
setting.

Handling a Crucial Conversation

Upon hearing my boss call me an “idiot” in front of the entire team, I was overcome with
negative emotions. I had never been called a name in the workplace before, and I was caught off
guard. I did not respond during the team meeting, waiting until I had the time to reflect on the
situation at hand.
I decided to arrange a face-to-face conversation with my boss to directly address the situation. I
recognize this situation as a crucial conversation, defined by Patterson, Kerry, et. al, since
emotions were strong, opinions varied, and the stakes were high (3). The experience of being
called a derogatory name publicly left me feeling embarrassed and angry. My boss may hold the
belief that I am incompetent, but my opinion is that I am not. Given my role as a team member
under my boss, the outcome of this conversation could potentially impact the trajectory of my
career if not handled carefully.
When preparing for the conversation, I will reflect on my feelings and what my goal is. Using
techniques from “Start with the Heart” in Crucial Conversations, I decided that I want clarity in
my relationship with my boss (Patterson, Kerry, et. al 33). I am under the impression that I
consistently meet team objectives and deadlines, so I do not understand the reasoning behind the
sentiment that I am incompetent. We have maintained a positive relationship during the last two
years of working together and he has never expressed concern about my abilities. Furthermore, I
will express that name calling is disrespectful and not to be tolerated in the workplace. Being
clear on my intentions before the face will make the conversation run more smoothly.
To handle this matter carefully, I will create an environment that is conducive to the safety of the
conversation- ensuring open dialogue and a free flow of information. I will choose a neutral,
private meeting room to host, with an hour limit to allow sufficient time. Then, I will share my
conversation path using the “STATE” method- “Share your facts”, “Tell your story”, “Ask for
others’”, “Talk tentatively”, “Encourage testing” (Patterson, Kerry, et. al 154).

The facts are that I was insulted in front of the team during a meeting. This cannot be disputed.
My story is that this made me feel hurt, embarrassed, and doubtful in my place on the team. I
will then invite my boss to share his side of the story: his thought process and emotions during
the moment. I will attempt to fully understand his words, acknowledging them and repeating
them back. I will then state my beliefs- that I was wrongfully called a name in an inappropriate
setting that should not occur again. I will ask questions to prompt my boss to share if his beliefs
are different. Hopefully, the conversation will evolve organically to discuss any
miscommunications and result in clarity. If my boss disagrees over name calling being
inappropriate and the issue severely escalates, I will seek support at the company Human
5

Resources department. At that point, my boss’s outburst may be a pattern that should be
addressed in the broader context of his role.

I will be careful uphold the safety of the conversation. If my boss or I start to feel unsafe, we
may turn silent or violent. Silence “always restricts the flow of meaning”, compromising the
success of the conversation (Patterson, Kerry, et. al 54). I predict that I may be more inclined to
use silence techniques like masking and withdrawal due to the power imbalance between me and
my boss, but I will remind myself of my goals and move through the conversation with
transparency.

To further strengthen my conversation path, I will use ethos, pathos, and logos. I will establish
ethos by reminding my boss that I have worked with him for two years without any issues. I seek
to uphold our organization’s values of integrity, quality, and responsibility. I will reiterate that
our collaboration together has gone positively, allowing a professional and friendly relationship
to flourish. I will share my side of the story using rational statements- being clear to separate
emotions versus facts. I will emphasize the purpose of the conversation is to avoid potential
issues going forward, which could result in less productivity.

The goal of this crucial conversation is to hold my boss accountable in his inappropriate actions
and clarify the status of our professional relationship. Using techniques from Crucial
Conversations, I am equipped to devise a plan to resolve conflict and maintain an open line of
communication in workplace situations.

Overcoming Adversity: Planning a Ball

As president of Alpha Rho Chi, a professional fraternity for architecture and the allied arts, I
recently took on the ambitious goal to revive the Beaux Arts Ball in the Architecture Building.
The Beaux Arts Ball is a formal dance for students, faculty, and staff to celebrate together. The
tradition came in a halt in 2018, and without it, the School of Architecture lacks a communal
gathering. Determined to reignite the spirit of celebration, I worked with my organization to
develop a theme and plan for the event this year. The vice president and I decided on a Venetian
Masquerade Carnival- where attendees don personalized masks and decorations pay homage to
the architecture of Venice. This theme is elegant, including a nod towards architecture- fitting for
the grand revival of the tradition.

The vice president and I prepared a vision board and eagerly presented our plan to the dean, a
moment that would determine the trajectory of our endeavor. Our optimism was met with a
sobering reality- her response was far from encouraging. She was skeptical- questioning our
ability to execute the event successfully. Expressing concerns over a potential lack of student
involvement, she apprehended that our ideas were too big. Moreover, she was not confident in
our ability to secure sponsors to support the event, cautioning against potential fiscal burden
falling on the school. We left the meeting feeling demoralized- our aspirations replaced with
doubt.

We regrouped the next week, facing our challenges head on, and decided to forge ahead.
Cognizant of the dean’s financial concerns, we devised a new budget strategy that mitigated
6

potential risk for the school. Instead of estimating the number of attendees, we required guests to
purchase tickets in advance, ensuring we could accurately scale event decorations, food, and
drinks. Having an exact guest count reassured the school of our commitment to financial
accountability.

We then hosted an interest meeting and were delighted with overwhelming turnout. More than
thirty students saw our vision and wanted to help make this event a success. The testament of
collective dedication from my peers reinvigorated my passion and solidified my confidence that
we would have a positive impact.

As the day of the Beaux Arts Ball approached, we heard whispers of anticipation throughout the
school. We hung decorations in the Great Space, finalized the hors d’eouvres, and got our
costumes in order. Set up promptly began at five o’clock that Friday, and I watched the buzz of
students from the floor above as they set up final decorations. At six, our first guests arrived, and
cocktail hour started. Everyone entered in awe, taking in the transformed space.

As the sun set, the evening unfolded into laughter, dancing, and celebration. It was undeniable
that the event was a success. I felt a sense of pride and gratitude for the opportunity and was
grateful that we found the courage to persevere in the face of uncertainty. The night ended and
we bid farewell to our peers and professors. As she was leaving, the dean paused to give word of
congratulations to us. Her recognition validated our hard work and was a testament to our
dedication. With collaboration, tenacity, and spirit, we strengthened the fabric of our community-
the School of Architecture.

To make my story successful, I used Five Stars: The Communication Secrets to Get from Good
to Great (Gallo). I incorporated the seven elements of an impactful story by David and Jennifer
Aaker (160), the three acts technique (165), and appealed to logos, pathos, and ethos (Gallo). I
relied most on pathos, because “humans are wired” to be persuaded by it (Gallo, 149). I set the
scene with positive emotions, giving details for context so the reader understands the setting.
Then, conflict strikes, where the dean of architecture expresses doubts in our plan. I introduce the
dean’s response frankly and abruptly to accurately reflect how felt in the moment. Her response
was unexpected, throwing our plan off the rails. There was a point in time where we considered
abandoning the prospect of a ball, but I chose not to elaborate on the aspect because it wasn’t as
relevant as our choice to persevere. I then detailed the steps to resolution, ending on a positive
note.

Big Five Personality Assessment

The results of my Big Five Personality Assessment are as follows: Openness is high (90),
Conscientiousness is high (83), Extraversion is moderately-high (71), Agreeableness is moderate
(62.5), and Neuroticism is low (17). I used the article “What the Big Five Personality Traits Can
Tell You” from Healthline to learn more about my results (Raypole). Crystal Raypole says that
my high Openness, Conscientiousness, and Extraversion scores mean that I am likely to be
adventurous, curious, and creative (Raypole). I am happy to say that this assessment aligns with
7

my perception of myself as I enjoy exploring nature, learning new information, and creating art
of all forms.

My high Openness score suggests that I am open to new experiences and do not resist change. I
believe this to be accurate since I plan to make a big move far from home after college to
experience a new city. I am open to less significant new experiences, too. Just this week I went to
gymnastics club, despite not having practiced gymnastics since age 12. It was intimidating being
around talented gymnasts, but I had fun doing beginner tumbling drills and meeting new people.

My Conscientiousness score indicates that I am organized, diligent, and goal oriented. I also
agree with this score for my personality. This trait has served me in academic settings, like when
I created my independent study course. I created a course that allowed me to do undergraduate
research, which will set me up for future career success. The process of creating the independent
study required me to create a syllabus and handle paperwork to get the clearance I needed.

My moderately high Extraversion score is straightforward; I am amicable and outgoing, but also
appreciate time to recharge and reflect alone. I find it easy to socialize in large group settings and
rarely feel nervous around other people, a strength when it comes to networking.

My moderate Agreeableness score infers that while I am friendly and warm, I can be assertive
and stubborn in certain situations. I am not afraid to voice when my opinions differs from
another person’s I stand true to my values and actively engage in conversations where there is a
difference of opinion.

Lastly, my low Neuroticism score implies that I am optimistic, resilient, and calm in stressful
situations. I tend to face challenges rationally, focusing on problem-solving. I get excited when
things get difficult and turn to optimism rather than worrying about what could go wrong.

In my opinion, the Big Five Personality Assessment allows for a more holistic view of
personalities than the DISC or Jung assessments that can be applied to more settings. Unlike the
DISC or Jung assessments that present personalities as categorical, the Big Five provides results
across five continuous scales, allowing for more nuanced results and interpretations. The Big
Five evaluates individuals on five dimensions while the DISC assessment uses four and the Jung
uses dichotomous traits.

The Big Five captures more complexities of human personalities compared to other tests. In my
results, I see a more whole individual compares to my DISC or Jung assessment results. Since
the DISC assessment focuses on observable behaviors and communication styles, it seems most
appropriate for workplace settings. My results from the DISC assessment show that I am “high
D” and not much further (Fig. 1). Employees and teams can benefit from becoming familiar with
traits important in the workplace like Dominance and Influence to identify leaders. The Jung
assessment focuses on psychological types and “either-or” traits, making it more appropriate for
personal improvement or counseling. My results share that I am ENTJ; this type is colloquially
known as the “Commander” (Fig. 2). Individuals can benefit from learning about careers and
relationships styles associated with their type. I believe that the Big Five assessment to be useful
in a variety of settings, as the results provide overlap with DISC and Jung personalities.
8

Figure 1. Big Five Personality Assessment

Conclusion

The insights I have gleaned from readings, lectures, and group discussions in ENCE424 have
equipped me with valuable skills that extend beyond the classroom. Through reflections on
situations such as writing serious emails to a team, I have learned the importance of appealing to
different personality styles. Through the group interview question activity, I refined my ability to
respond to rapid questions. I have gotten more comfortable sharing personal stories that highlight
my skills and character through writing about my involvement in planning a Beaux Arts Ball.
Through the Big Five assessment, I identified that I am curious, adaptable, and adventurous.

Looking forward, I am excited to apply these skills in communication to the real world at the
Environmental Design Research Association annual conference in Portland, Oregon this June. I
am attending to present research and meet potential mentors that could direct me to a fitting
graduate school. As I prepare to present my research from my independent study, I will
remember to incorporate the rule of three so ensure my audience remembers the most important
content of my study. I will immerse myself with professionals in my intended career field, an
opportunity for me to make connections. I am confident in my ability to contribute meaningfully
to conversations with a positive outlook on the purpose of networking.

Specifically, I will use skills from “Start with the Heart” in Crucial Conversations to guide
conversations I share with established professionals (Patterson, Kerry, et. al 33). The authors
emphasize to prepare for conversations by visualizing your goals and honoring your feelings
(Patterson, Kerry, et. al 35). Although initial interactions may not qualify as “crucial
conversations” according to the book, these pearls of knowledge resonate with me. I will
remember my goal: to learn about individuals and their journeys to their current positions.
9

By keeping it at the forefront, I will approach conversations with a sense of curiosity, mitigating
perceived high stakes.

The skills learned over the past few weeks will not only prepare me to excel in project
management but position me for success in any field. Moving into the final third of the semester,
I will continue to build my body of knowledge in the subject of communication and networking.
By seeking opportunities to apply and refine my skills with peers, professors, and employers, I
will move forward with confidence.
10

Figure 2. DISC Personality Type

Figure 3. Jung Personality Assessment

11

Works Cited

123test. “DISC Personality Test.” 123test.com, www.123test.com, 19 Nov. 2020,

www.123test.com/disc-personality-test/.

“Jung Personality Test.” 123test.com, www.123test.com, 2019, www.123test.com/jung-

personality-test/.

Faulkner, Michael L., and Andrea Nierenberg. Networking for College Students (and Recent

Graduates): Nonstop Business Networking That Will Change Your Life. Pearson

Learning Solutions, 2017. Print.

Gallo, Carmine. Five Stars: The Communication Secrets to Get from Good to Great. St. Martin’s
Press, 2018. Print.

O’hair, Dan, et al. A Pocket Guide to Public Speaking. Bedford/St. Martin’s, a Macmillan

Education Imprint, 2016. Print.

Patterson, Kerry, et al. Crucial Conversations: Tools for Talking When Stakes Are High. New

York Mcgraw-Hill Professional, 2011. Print.

Raypole, Crystal. “What the Big Five Personality Traits Can Tell You.” Healthline, 26 Jan.

2019, www.healthline.com/health/big-five-personality-traits.

“The Big Five Personality Test.” Truity, 14 Dec. 2023, www.truity.com/test/big-five-personality-

test.

The Blake Group. “Conflict Management Style Assessment.” Www.blake-Group.com, 2021,

www.blake-group.com/free-assessments.