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Chapter 8 - Intrapersonal and Interpersonal Business Communication

Here are some tips for creating a persuasive message: 1. Analyze your receiver. Identify the receiver's motivators—their goals, values, concerns, pain points. Put yourself in their shoes. 2. Frame your message around the receiver's interests, not your own. Appeal to their motivators and how fulfilling their needs/interests benefits them. 3. Use concrete, specific examples and evidence to support your position. Abstract arguments are less persuasive. 4. Anticipate objections and address them respectfully. Don't dismiss counterarguments but show how you understand that perspective. 5. Make your request reasonable and actionable. People are more willing to do something specific than agree in principle.

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Truong Kim Anh (K17 HCM)
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158 views33 pages

Chapter 8 - Intrapersonal and Interpersonal Business Communication

Here are some tips for creating a persuasive message: 1. Analyze your receiver. Identify the receiver's motivators—their goals, values, concerns, pain points. Put yourself in their shoes. 2. Frame your message around the receiver's interests, not your own. Appeal to their motivators and how fulfilling their needs/interests benefits them. 3. Use concrete, specific examples and evidence to support your position. Abstract arguments are less persuasive. 4. Anticipate objections and address them respectfully. Don't dismiss counterarguments but show how you understand that perspective. 5. Make your request reasonable and actionable. People are more willing to do something specific than agree in principle.

Uploaded by

Truong Kim Anh (K17 HCM)
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Intrapersonal

and
Interpersonal
Business
Communication

Chapter 8

1
Chapter outlines
1. Intrapersonal Communication
2. Self-Concept
3. Dimensions of Self
4. Interpersonal Needs
5. Conflict in the Work Environment

2
Learning objectives

1. Understand the role of interpersonal needs


in the communication process.

2. Understand evaluations and criticism in the


workplace and discuss several strategies for
resolving workplace conflict.

3
1. Intrapersonal Communication

Intrapersonal communication can be


defined as communication with one’s self,
and that may include self-talk, acts of
imagination and visualization, and even
recall and memory.
(McLean, S., 2005).

From planning to problem solving, internal conflict


resolution, and evaluations and judgments of self and
others, we communicate with ourselves through
intrapersonal communication.
4
2. Self-Concept
Self is defined as one’s own sense of
individuality, personal characteristics,
motivations, and actions.
(McLean, S., 2005)
Our self-concept is “what we perceive
ourselves to be,” (McLean, S., 2005) and
involves aspects of image and esteem.
How we see ourselves and how we feel
about ourselves influences how we
communicate with others.

5
2. Self-Concept (cont.)
We engage in social comparisons,
evaluating ourselves in relation to our
peers of similar status, similar
characteristics, or similar qualities.
(Festinger, L., 1954).

Internal monologue refers to the self-talk of


intrapersonal communication. It can be a
running monologue that is rational and
reasonable, or disorganized and illogical. It can
interfere with listening to others, impede your
ability to focus, and become a barrier to
effective communication.
6
Luft and Ingram’s Dimensions of Self
3.
Dimensions
- 2. KNOWN TO OTHERS BUT 3. NOT KNOWN TO ME AND
TO OTHERS
of Self NOT TO ME
Things other people observe about
Information that is unknown to
you and your conversational
These dimensions of us that we are unaware of.
partners.
self-serve to remind us
that we are not fixed -
that freedom to
Others
change combined with
1. KNOWN TO ME AND TO 4. KNOWN TO ME BUT NOT
the ability to reflect, OTHERS TO OTHERS
anticipate, plan, and Information is known to you Information that you know, but do
predict allows us to
improve, learn, and
adapt to our
+ and others. not reveal to others.

surroundings.
+ Me -
7
4. Interpersonal Needs
• Maslow’s Hierarchy of Needs
• William Schutz’s Theory of
Interpersonal Needs

8
Maslow’s
Hierarchy
of Needs

9
Maslow’s
Hierarchy
of Needs

10
Schutz’s Theory of
Interpersonal
Needs
William Schutz Ph.D.
(Dec 1925 – Nov 2002)
an American psychologist.
©2010, 2007, 2003 Pearson Education, Inc. 11
Schutz’s Theory of Interpersonal Needs

Fundamental Interpersonal
Relationship Orientation (FIRO)

• Need for INCLUSION


• Need for CONTROL
• Need for AFFECTION

12
• Need for INCLUSION
What are Chaien’s • Need for CONTROL
interpersonal needs?
• Need for AFFECTION

13
Affection Needs
“I need to feel that others like me.”

“I feel that others like me and “I’m not sure that


if they don’t, that’s OK.” others like me.”

Personal
“I avoid friendships “I confide in and try to become
Member
with other members.” very close with others.”

Underpersonal Member Overpersonal


Member
14
Control Needs
“I need to feel influential and important.”

“Others respect me.” “I don’t have influence


in the group.”

Democratic
Member “I just do what I “I try to dominate
am told.” the group.”

Abdicate Autocrat

15
Inclusion Needs
“I need to feel accepted by the group.”

“I feel accepted by “I don’t feel accepted by or


the group.” involved in the group.”

Social “I won’t participate “I try to gain the


Member much in group group’s attention.”
discussions.”

Undersocial Member Oversocial Member

16
5. Conflict in the
Work Environment
Conflict is the physical or
psychological struggle
associated with the
perception of opposing or
incompatible goals, desires,
demands, wants, or needs
(McLean, S., 2005).

17
Several principles
5. Conflict in the Work Environment on conflict
• Conflict is universal.
• Conflict is associated with
incompatible goals.
• Conflict is associated with
scarce resources.
• Conflict is associated with
interference.
• Conflict is not a sign of a poor
relationship.
• Conflict is not always bad.
• Conflict cannot be avoided.
• Conflict cannot always be
resolved.
18
CONFLICT MANAGEMENT
STRATEGIES:
• Avoidance
• Empathy
• Managing Your Emotions
• Evaluations and Criticism in the
Workplace
• Learn from Experience

19
21
Key Takeaway
1. Through communication, we meet
universal human needs.
2. Conflict is unavoidable and can be
opportunity for clarification, growth,
and even reinforcement of the
relationship.

22
1. Review the types of individuals from Schutz’s theory described
in this section. Which types do you think fit you? Which types
fit some of your coworkers or classmates? Why? Share your
opinions with your classmates and compare your self-
assessment with the types they believe describe you.
2. Think of two or more different situations and how you might
express your personal needs differently from one situation to
the other. Have you observed similar variations in personal
needs in other people from one situation to another? Discuss
your thoughts with a classmate.

Exercises 3. Write a description of a situation you recall where you came


into conflict with someone else. It may be something that
happened years ago, or a current issue that just arose. Using
the principles and strategies in this section, describe how the
conflict was resolved, or could have been resolved. Discuss
your ideas with your classmates.
4. Can you think of a time when a conflict led to a new
opportunity, better understanding, or other positive result? If
not, think of a past conflict and imagine a positive outcome.
Write a two- to three-paragraph description of what happened,
or what you imagine could happen. Share your results with a
classmate. 23
24
Persuasive Message
• A request for action when
you believe the receiver
may be unaware,
disinterested, or unwilling
• A communication to try to
change the opinion of a
receiver
• Analyze your receiver.
Identify the
receiver’s
motivators—his or
her goals, values,
and needs.
• Use the you-viewpoint.
Stress the
receiver’s interests
Planning the Persuasive and benefits.
Message
Primary Purposes of
Persuasive Messages

• To get the receiver to


read or listen to the
entire message
• To have the receiver
take the requested
action
Elements of the
Indirect Plan
• Attention
• Interest
• Desire
• Action
30
Attention
• Capture the receiver’s
attention in the opening
sentence.
• Compel the receiver to
read or listen to the
message in its entirety.
• Be positive and brief.
Interest
• Build on the
attention gained in
the opening.
• Present the benefits
to the receiver.
• Convince the
receiver to continue
reading.
Desire
• Build on the receiver’s
attention and interest by
providing proof of
benefits.
• Stress benefits to the
receiver.
• Downplay any negative
points or obstacles.
Action
• Motivate the receiver to
take immediate action.
• Be positive.
• Make action easy.

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