Developing Effective Business Communication Skills – Self-reflection On Communication Skills

Self-reflection on communication skills

Discuss about the Effective Business Communication Skills.

This assignment is about developing effective business communication skills. Purpose of this assignment is to engage in a reflective practice using different types of diagnostic tools and feedback. These tools are like communication style questionnaires, Johari Window and Assertiveness questionnaires. These tools help me to analyze my own communication styles across different areas like non-verbal, active listening, assertiveness perception and verbal communication. In this assignment, the findings of these tools were provided along with two major communication issues identified that required development.       

In order to analyze my own communication skills, I have used 5 diagnostics tools related with communication. They are such as Johari Window, EQ self assessment check list, Communications Style Questionnaire, Assertiveness Questionnaires and Quinn Management Test.

Dragojevic and Giles (2014) stated that Johrai Window test can help me to find out the connection individual and others. After going through Johari Window test, I have analyzed that, I belong to open arena. I always try to gather adequate knowledge about people associate with me or living with me. I provide the Johari window Chart and graph below to demonstrate my communication skills.

Figure 1: Chart for my Johari window analysis

(Source: Created by author)

Figure 2: Johrai window graph

(Source: Created by author)

I have marked my score on the top line of the graph for solicits Feedback. Then I have drawn vertical line downward. On the left line of the graph below, I have marked my score for willingness to self-disclose/ Gives Feedback. Then I have drawn a line across horizontally from left to right. I have copied my point values from the questionnaires and added up the total points for every column. I am providing my Johari Window score in the table below. 

Figure 3: My Johari Window Test Score

(Source: Created by author)

My Johari Window graph is the example of established team member. I achieved this with the help of the process of asking for and by receiving feedback. The unknown area is reduced with the help of self discovery or with the help of mutual enlightenment. I always strive to uncover my unknown areas with the help of self actualization in accordance with Maslow’s need of Hierarchy.

I have also analyzed EQ self assessment check list to analyze my communication style in terms of self awareness, empathy, self-confidence, motivation, self-control and social competency.   From this analysis, it has been found that I have scored relatively high in areas such as self-awareness (21), self confidence (21), empathy (21) and self control (25). However, I have scored relatively low in aspects such as social competency (17) and motivation (18).

Cross-cultural communication issues

Active listening: I always try to provide my full attention on another person when I listen to him or her. For this reason, I am respected and like by others, even they don’t agree with me.

Assertiveness: I am clear about my values and goals. I express my views thoughtfully and honestly.   In addition, I can effectively persuade others so that they can adopt my point of view without concerning them.

Direct and indirect Communication:  However, I have analyzed that I have some issues related with showing empathy. While interacting with people coming from another culture, I am not able to show my feeling appropriately due to cultural and language barriers.    

I have used another to tool named as self assessment assertiveness questionnaire. Amati and Hannawa (2014) stated that that this self assessment assertiveness questionnaire can a help a person to analyze a person’s behavior or attitude towards others. From this analysis, I come to understand that I have high level of determination towards my work. I can take tough decisions in accordance to the demand of the condition.  However, while taking decisions I prefer to take advice from others. I believe that sometimes others can provide better ideas that can help top get competitive advantage in the market place. 

I have also conducted another test named as Quinn Management Test. Amati and Hannawa (2014) stated that, this test can help me to understand my competences. This test helps to understand how particular things can be implemented in real life so that it can improve my communication capability. This teat helps me to understand my leadership style and managerial styles that I have adopted. I have come to understand the perceptive and opinions of other people can be highly valued by me. I always try to accomplish collective results by gathering others point of view.

From this analysis, two major communication issues have been identified in my interaction process. They are such as cross-cultural communication issues and direct and indirect communication issues.  Within the past 12 months, I had gone through two professional interactions. One is a face-to-face interview with a Japanese manager and another one is communicating with subordinates coming from different cultures.   They are mentioned below:

After the one-to-one interview with the Japanese manager, I came to understand that I would face some issues while working in multinational organizations due to language barrier. In multinational organizations, various people come to work from different cultural background and different ethnic group (Ihator, 2015). As I belong to Australia, there is a high chance of facing communication problems while interacting with them.  I fire that my body language and gesture of interaction might offend them.  For instance, in Australia, organizations believe in lesser power distance compare to Japanese company. Japanese people believe in hierarchy within their organizations. Hence, it can affect my interaction with these people. For instance, in Australia we prefer to acknowledge our subordinates and colleagues by their name. However this gesture can offend people coming from other culture. In addition, they can have different perception about my point of view, which can create confusions. Hence, in order to work and survive in multinational and multicultural organizations, I have to enhance my cross-cultural communication skills. In order to do that, I have to take behavioral training and communication trainings. I have to learn different languages, read different books and newspapers to learn different cultures.     

Direct and indirect communication issues

While working with multicultural teams, I had analyzed that I was facing communicational issues while interacting with my collages, which came from different cultures. In Australia, we believe in using more direct approach, while interacting with others. Amati and Hannawa (2014) stated that in direct approach, the meaning is seemingly obvious. However, people belong to other cultures such as Indian culture and Chinese culture; have the tendency to use more discrete approach to reveal their message or point of view. Using both Western and non-western culture can create confusion in the communication process. For instance, during the team meeting, I asked my team members which option is more efficient; option X or option Y. Some of my colleagues get offended due to this reason. They prefer more indirect approach of speaking. Hence, in order to develop effective communication within the team I have to learn indirect approach of communication.    

Cross cultural communication

Danziger (2013) stated that cross cultural communication is the study of how people belong to different cultures interact with each other. It has been found that cross cultural communication is imperative for an organization that has diverse workforce. Arnold and Boggs (2015) stated that cross cultural communication has become strategically significant for organizations due to growth of internet, technology and global business. This type of communication is essential in business as it helps to understand how people from different cultural background communicate and perceive word around them. Pekerti and Thomas (2015) mentioned that cross cultural communication deals with various business customs, beliefs and strategies of communication. It has been found that there are some major factors that affect cross cultural communication. They are such as nonverbal differences, high-context vs. low-context cultures and power distance. All these points have been discussed below:

Nonverbal differences

Neuliep (2014) stated that eye contact and gestures are two major areas of nonverbal communication that are utilized differently across cultures. Companies have to train their employees in appropriate way to handle non-verbal communications, so that it cannot offend other cultures. For example, American workers tend to wave their hands and use fingers to point out something. However, these types of gestures are considered rude in some cultures. For example, in Japan, a person should never use finer to point towards another person, as the gestures are considered rude in this country.

Eye contact is also another type of nonverbal communication. Danziger (2013) stated that, in America, eye contact is considered as a positive thing and considered as a reflection of straightforwardness and honesty. However, Brannen et al., (2014) argued that, it is not true is Middle Eastern and Asian cultures. In these countries prolonged eye contact is considered as aggressive and rude in various conditions. Arnold and Boggs (2015) stated that women need to avoid eye contact all together due to lingering eye contact is viewed as the indication of sexual interest.   

Literature review

High-context vs. low-context cultures

Pekerti and Thomas (2015) mentioned that the concept of low and high context culture is related with how an employee feels, thinks, opines and upbringing can influence how he or she acts within given culture. For instance, Western Europe and North America are generally considered as low context cultures. It means people form these countries tend to take their decisions depending on facts only (Myers et al., 2014). It has been found that these types of people have issues related with trust.

On the other hand, in high context cultures, trust is the most significant part of a business deal. Areas like Asia, Africa and Middle East can be considered as high context cultures. According to O’Sullivan and Carr (2017), companies having high context cultures are generally collectivists in nature. They mainly focus on interpersonal relationships. It has been analyzed that individuals form high end cultures are interested to know the individual with whom they are conducting business. Harzing and Pudelko (2014) mentioned that these types of individuals are more concerned about group performance and success of a team rather than individual performances.       

Power distance

Myers et al. (2014) stated that power distance is how power is distributed within a company. For example, American organizations believe in low power distance. They have more informal hierarchies that can allow better interaction among executives and their subordinates. Asante et al. (2013) stated that, in these organizations managers ask for feedback from employees. It has been found that companies with high power distance are typically very hierarchical in nature. Companies of Asian countries like India and Pakistan believe in high power distance. Baxter and Norwood (2015) mentioned that, in these countries, subordinates expected to have answer of all their queries from their higher authority.  While these two types of organizations working collaboratively, the higher management has to take care of the power distance issues.

Some of the conflicts in multinational companies are rooted in different communication style. Ihator (2015) stated that analyzing the difference between direct and indirect has been found important to survive in multinational organizations. According to Berwick and Chomsky (2015), people who use direct communication style are not aware of the expectation for communication. They are often not able to realize their style can be viewed as abrasive and even threatening to others.

Indirect communication style   

Harzing and Pudelko (2014) mentioned that indirectness is basic element of human communication. Every person uses indirect communication style in specific conditions. In this communication strategy people has to understand that meaning of others beyond words they use (Bochner, 2013). Indirectness is the element that can vary the most of the time from one culture to another. O’Sullivan and Carr (2017) mentioned that understanding the differences between indirect and direct communication can enhance the organizational performances as well. These differences are mentioned below:

The difference between indirect and indirect communication 

Neuliep (2014) mentioned that people who use direct communication have the tendency to say what they think. They primarily use their words to convey their messages. Overall purpose of direct communication is getting or providing information. Ihator (2015) mentioned that this type of communication is common in low context cultures such as American culture and Australian culture. People belong these cultures have the tendency to emphasize on individualism, self-reliance and independent. For this reason, they do not have the capability to know the context in which communication takes place. Lane (2016) mentioned that in the direct communication approach speakers are only responsible for appropriate communication.

On the other hand, it has been found that indirect communication is commonly found in high-context cultures. In this style of communication, words are not only the medium to represent the point of view. Different no-verbal communication strategies such as tone of voice, body languages, silence and pauses can be used to depict the actual meaning in an indirect communication strategy. Brannen et al. (2014) opined that the overriding aim of indirect communication is to maintain harmony and saving face. It has been found that people who use indirect communication have the tendency to avoid tension, conflict and uncomfortable conditions. In high context culture, people are relatively tended to emphasize on interdependence and social relationships.

Hybels (2014) argued that in countries like United States criticism related with indirect communication very common. Most of the American believes that direct communication strategy is logical and related with power. They believe that indirectness is the reflection of subservience and dishonesty (Ihator, 2015).  They consider indirect communication is the sign of dishonesty. On the other hand people belong to high context culture perceive indirect direct communication as aggressive and rude. Direct communication can lead to damaged reputation, interpersonal tension, poor performance and other problems. Dragojevic and Giles (2014) mentioned that direct communicators are not able understand how indirect communication system works and they also don’t understand what they are missing. In this context, Lane (2016) mentioned that is almost virtually impossible for direct communicators to understand the complexity of indirect communication until they immersed in it. Brannen et al. (2014) stated that direct communicators have the often miss the subtitles and nuances. For instance, they are not able to understand how criticism can be expressed.

Suggestion for direct and indirect communicators 

Dragojevic and Giles (2014) had pointed out that mutual respect and flexibility are the key to deal with the differences of communication styles. Hybels (2014) provided some specific suggestions for the direct communicators while communicating with indirect communicators. They are such as:

• Direct communicators have to avoid using blunt comments while developing an interaction.
• They have to understand that avoiding direct insult is more important than providing honest feedback.
• They have to pay attention to non-verbal behaviors. Especially, they need to understand the discrepancy of words and nonverbal behaviors.
• Direct communicators have to use non-leading and more open ended questions to develop proper interaction with indirect communicators.
• Direct communicators have to realize that their subtle messages are not perceived in way that they have expected

After analyzing my communicational issues related with cross-cultural communication and direct and indirect communication, I have develop two action plans in order to solve these issues. I have developed a time limit of 6 months in order to solve my communicational issues and developed action plan accordingly. They are discussed in the form of SMART objectives. They are motioned below:

Improving my cross cultural communication skills

Factors	Analysis
S- Specific	It required to remove the problems associated with cross cultural communication while developing interaction with others. In order to enhance my cross cultural communication, I have attended different language courses. I also need to attain communicational and behavioral trainings. Before communicating with people coming from different background, I have to think before telling anything to them.  I have to respect them and continue to learn from my personal experiences. I have to read books, newspapers and journal articles from of different languages in order to gain adequate knowledge about their way of thinking, values and beliefs.
M- Measurable	Improvement of my communication style can be measured easily with the help of my individual performance and team performance. If I am able to improve my cross cultural communication skills then I will be able to develop effective interaction within my team. It will in term improve my individual performance and as well as organizational performance.
A- Achievable	This self improvement goal can be achieved if I paid proper attention to it. I need to apply my listening and observation skill so that cross cultural barriers can be decreased.
R- Relevant	As, I had already face cultural barriers during the face-to-face interview with Japanese manager and while interacting with team members coming from different cultural backgrounds, it can be mentioned that cross-cultural communication is a relevant issue and I need to improve that.
T- Timely	Within the next six months, I think I would be able to improve my cross-cultural communication skills by attaining communicational and behavioral trainings. For instance, I will take two language courses like Japanese and Spanish for the first four months. Then I will take a short behavioral training for one month. In the last month, I will implement the lesson learned from these trainings in real life situation to measure whether my cross-cultural communication skills are improved or not. My mentor will help me in this case scenario.

Action Plan Table

Activities	Time required
I will take two language courses to learn Japanese and Spanish.	4 months
I will undertake advanced postgraduate communication course at CQU.	1 month
I will implement the lesson learned from these trainings in real life situation to measure whether my cross-cultural communication skills are improved or not. My mentor will help me to make corrections.	1 month

Improving my gesture and behavioral skills

Factors	Analysis
S- Specific	I have come to understand that dignity and mutual respect and dignity are the two most important things while communicating with others. Hence, I have decided some specific objectives for myself: ·         I have to understand that avoiding direct insult is more important than providing honest feedback. ·         I have to pay attention to non-verbal behaviors. Especially, they need to understand the discrepancy of words and nonverbal behaviors. ·         I have to use non-leading and more open ended questions to develop proper interaction with indirect communicators. ·         I have to realize that their subtle messages are not perceived in way that they have expected
M- Measurable	If I am able to survive in an multinational organization of Japan or in Asian region, then I will think that my behavioral skills are improved
A- Achievable	With the help of appropriate observation skills, I will be able to achieve this target.
R- Relevant	As indirect communication, skill is highly dependent on body gestures and behavior, this goal is highly relevant.
T- Timely	This goal can be achieved within the next 6 months if I implement my observation skills to improve my body gesture and behavior towards other. For the first 3 months, I will observe other leaders or managers how they behave and make gestures to interact with people from different cultures and take notes. In the next two months, I will read books and journals related with behavioral skills like Dialectical Behavior Therapy Workbook and Cognitive-Behavioral Therapy Skills Workbook. Finally, in the last month, I will try to implement all my gathered knowledge about behavioral skills and body gestures in my work. Hence, I think 6 months is sufficient time for this plan.

Action Plan Table

Activities	Time required
I will observe other leaders or managers how they behave and make gestures to interact with people from different cultures and take notes.	3 months
I will read books and journals related with behavioral skills like Dialectical Behavior Therapy Workbook and Cognitive-Behavioral Therapy Skills Workbook.	2 months
I will try to implement all my gathered knowledge about behavioral skills and body gestures in my work.	1 month

Conclusion

I have analyzed my communication skills with the help of 5 major diagnostic tools. From these tests, I have analyzed that I have two major communicational issues like direct and indirect communication and cross-cultural communication.  I have provided two interaction cases, in which I had to face these issues. I have reviewed all the relevant literatures related with these communication issues. In addition, I have developed an appropriate development plan to improve my communication skills. 

References

Amati, R., & Hannawa, A. F. (2014). Relational dialectics theory: Disentangling physician-perceived tensions of end-of-life communication. Health communication, 29(10), 962-973.

Arnold, E. C., & Boggs, K. U. (2015). Interpersonal relationships: Professional communication skills for nurses. Elsevier Health Sciences.

Asante, M. K., Miike, Y., & Yin, J. (2013). The global intercultural communication reader. Routledge.

Baxter, L. A., & Norwood, K. M. (2015). Relational dialectics theory. John Wiley & Sons, Inc..

Berwick, R. C., & Chomsky, N. (2015). Why only us: Language and evolution. MIT press.

Bochner, S. (Ed.). (2013). Cultures in contact: Studies in cross-cultural interaction (Vol. 1). Elsevier.

Brannen, M. Y., Piekkari, R., & Tietze, S. (2014). The multifaceted role of language in international business: Unpacking the forms, functions and features of a critical challenge to MNC theory and performance. Journal of International Business Studies, 45(5), 495-507.

Danziger, K. (2013). Interpersonal Communication: Pergamon General Psychology Series (Vol. 53). Elsevier.

Dragojevic, M., & Giles, H. (2014). Language and interpersonal communication: Their intergroup dynamics. Handbook of interpersonal communication, 29-51.

Harzing, A. W., & Pudelko, M. (2014). Hablas vielleicht un peu la mia language? A comprehensive overview of the role of language differences in headquarters–subsidiary communication. The International Journal of Human Resource Management, 25(5), 696-717.

Hybels, S. (2014). Communicating effectively. McGraw-Hill Higher Education.

Ihator, A. S. (2015). Communication style in the information age. Corporate Communications: An International Journal, 6(4), 199-204.

Lane, S. D. (2016). Interpersonal communication: Competence and contexts. Routledge.

Myers, S. A., Goodboy, A. K., & Members. (2014). College student learning, motivation, and satisfaction as a function of effective instructor communication behaviors. Southern Communication Journal, 79(1), 14-26.

Neuliep, J. W. (2014). Intercultural communication: A contextual approach. Sage Publications.

O’Sullivan, P. B., & Carr, C. T. (2017). Masspersonal communication: A model bridging the mass-interpersonal divide. New Media & Society, 1461444816686104.

Pekerti, A. A., & Thomas, D. C. (2015). The role of self-concept in cross-cultural communication. International Journal of Cross Cultural Management, 15(2), 167-193.