TYPES OF COMMUNICATION IN THE WORKPLACE

A. Written Communication
Written communications include e-mail, texts, letters, reports, manuals, and annotations on sticky
notes. Written communications may be printed on paper or appear on the screen. Written
communication is often asynchronous. That is, the sender can write a message that the receiver can
read at any time, unlike a conversation that is carried on in real time. A written communication can
also be read by many people (such as all employees in a department or all customers). It’s a “one-to-
many” communication, as opposed to a one-to-one conversation. The modern workplace relies
increasingly on electronic communications like email. Written communication can serve a good
medium for messages, such as a change in a company policy, where precision of language and
documentation of the message are important. Written communications is a good medium for
conveying facts.

 Writing Professional Emails in the Workplace

Increasingly, universities and colleges are emphasizing the development of communication skills. In
addition to discipline-specific knowledge, employers also expect post-secondary graduates to have
strong written and oral communication skills. Writing emails in the workplace requires a specific set of
skills. Learning conventions related to structure and style will enable you to convey your message to
your audience professionally.

When to Send an Email

Email is one of many available communication technologies in the workplace but it is not always the
most appropriate one. When considering the method of communication, consider your message, your
audience’s likely reaction to the information, and the size of your audience. In general, email is good
for positive or neutral news, and sharing information. Sometimes other methods of communication
(face-to-face, phone, instant messaging, video conferencing, etc.)

If you are terminating someone’s position, face-to-face is the best way to communicate that
information.
If your audience is located in different cities or countries, and you are delivering good news and are
excited to see your colleagues’ reactions, video conferencing may be a better choice than email.

Types of Email in the Workplace

There are two primary types of email in the workplace:

1. Request-and-Reply Emails
Most emails in the workplace fall into this category. Request emails usually expect a reply. This kind of
email could ask questions, specify tasks people need to complete, or ask colleagues to acknowledge
or comment on policies, meetings, or projects. A sample request-and-reply email can be found near
the end of this document.

2. Confirmation Emails
This kind of email creates a permanent, written record of a conversation that has taken place. For
example, if you and a colleague discussed collaborating on a project over lunch, you might send them
an email with the details of that conversation. This gives you both a record of the conversation and
allows for the conversation to continue, if needed.

Essential Email Components

Conventionally, email components should be left-justified (i.e.., not indented). The exception is for
bulleted or numbered lists, which should be offset in order to make it easier for the reader to see
important information.

An important design concept in workplace communication is graphic highlighting, which means that
you should use white space and bulleted/numbered lists to make important or detailed information
easier to access. Emails are meant to be concise, so you should avoid lengthy sentences and
paragraphs.
Subject Line
The subject line of your email should offer your reader the purpose of the email, but it should also be
brief. If your subject line is vague, people may ignore your email, or it may be sent to the junk/spam
folder.

Vague: Budget
Specific: Budget Revision Request

Greeting
Choosing a greeting may appear to be an easy task, but you have to gauge the appropriate level of
formality. Emailing a co-worker with whom you are friends to ask a brief question is different from
emailing your supervisor with a work-related request. Below are some greetings that straddle
different levels of formality:

More Formal: Dear [Name], Hello [Name], Good morning/afternoon [Name]

Less Formal: Hi [Name], Hey [Name]

Body
Depending on how your audience will react to the information in your email, you will need to decide
whether to structure your email body using the direct or indirect method of communication. Either
way, paragraphs in an email, when there is more than one, should be clear and concise. They are
generally much shorter than paragraphs in an academic essay, for example.

The Direct Method of Communication

Except in the cases listed below, use the direct method of communication when constructing an
email. This method is used when your reader is already informed about the subject and/or will
already be supportive of the information provided. The content of your email will provide the
following pieces of information, in this order:

Main point/decision/request
Background or context for the main point of the email (if required)
Closing paragraph – summary, action items, polite closing
The Indirect Method of Communication

While you want to avoid delivering really bad news by email (face-to-face is the preferred method for
sensitive subjects), if you are delivering information that your reader may not immediately support or
that they need to be educated about, your email should be structured according to the indirect
method of communication. This gives the reader time to consider rationale or background before
encountering the main message:

Background or context for the main point of the email (always included in the indirect method)
Main point/decision/request
Closing paragraph – summary, action items, polite closing
The level of formality in your tone will vary based on the recipient of your message. In general, emails
in the workplace are less formal than academic writing but more formal than spoken conversation.
While first-person references and contractions are usually acceptable in emails, jargon and slang
should be avoided (as should humor, which may be misinterpreted)

Sign-off
As with the greeting, you need to choose an appropriate sign-off for your audience:

More Formal: Sincerely, Thanks/Thank you, Best, All the best, Best regards, Kind regards
Less Formal: Talk soon, Cheers, See you
 B. Oral Communication
This consists of all messages or exchanges of information that are spoken, and it’s the most prevalent
type of communication. Compared to written communication, oral communication is synchronous
and has greater channel richness due to the availability of nonverbal cues in addition to the content of
the message. Oral communication is preferable for conveying emotions and is often more appropriate
for handling sensitive topics that may occur during conflict. In the next section, we will discuss some
common patterns of communication behaviours during conflict.

For successful workplace communication, graduates require more than theformal ability to present
well and a range of formulaic expressions. Furthermore, successful communication is context-
dependent and therefore embedded in its particular discourse community (Bizzell, 1989). Carnavale
et al. (1990, p. 34) also point out that skills are required to ``...navigate the complex social waters'' of
the organization. For example, graduates may not realize that workplace communication practices are
``more censured'' than those of the academic environment''. Communication is more than merely an
exchange of words between parties; it is a``...sociological encounter.

Language and thus communication is an ``...instrument of action''. Speech act theory, concerned with
the communicative effect, that is, the function and effect of utterances, dissects an utterance into
THREE COMPONENTS:
 the actual utterance (the locution);
 the act performed by the utterance (the illocution);
 and the effect the act has on the hearer (the perlo-cution).

KEY CONCEPTS OF SPEECH ACT THEORY:

 Locutionary Act: The act of uttering words with a specific meaning.
 Illocutionary Act: The intended meaning or action performed by the utterance (e.g.,
requesting, promising, apologizing).
 Perlocutionary Act: The effect or consequence of the utterance on the listener.

Applications in Workplace Discourse:

 Requests: "Could you please send me the report by Friday?" (illocutionary act: requesting).
 Commands: "This meeting is adjourned." (illocutionary act: commanding).
 Promises: "I promise to finish this project by next week." (illocutionary act: promising).
 Apologies: "I apologize for the delay." (illocutionary act: apologizing).
 Compliments: "Great job on that presentation!" (illocutionary act: expressing praise).
 Warnings: "Be careful when using that equipment." (illocutionary act: warning).

UNDERSTANDING WORKPLACE COMMUNICATION:

1. Social Roles and Hierarchies:
Speech acts can be influenced by the power dynamics and social roles within the
workplace.

Power dynamics refer to the ways in which power is distributed, exercised, experienced,
and negotiated within a particular social or organizational context. It involves the
relationships and interactions between individuals, groups, or entities where one party
possesses or exerts influence or authority over others.

Types of power dynamics

Power dynamics in the workplace can be formal or informal, positive or negative.

Formal vs. informal power

Formal power comes from someone’s title or place in the organization’s hierarchy.
Informal power is when a person’s influence stems from sources other than titles. This can
include a persuasive personality, longevity or experience, cultural privilege, strength of
relationships, etc.

Positive vs. negative power

Power can be positive, such as using your influence to build a more equitable workplace
culture.
Power can be negative, such as bullying or abuse.

Within these larger categories, there are many types of power dynamics. These include:

Legitimate power: The authority given by an organization

Reward power: The ability to reward someone
Coercive power: The ability to punish someone
Expert power: Possessing skills and knowledge
Referent power: When you have gained respect and a reputation for trustworthiness
Informational power: Having access to or controlling the distribution of information
Ecological power: Control over the physical work environment, directing how the work
will be done, what tools will be used, how the group will work
Connection power: Based on who you know, your networks and relationships with
influential people

Examples of negative power dynamics in the workplace

In a team meeting, the manager consistently dominates the discussion, dismissing or
downplaying input from junior team members

Examples of positive power dynamics in the workplace

People with power publicly acknowledge the contributions and achievements of others.

Understanding How Power Dynamics Affect the Workplace

Power dynamics shape many experiences in the workplace:

Company culture

In a workplace where power is centralized at the top, employees may feel discouraged from
contributing their ideas and disconnected from the larger mission.
Conversely, in organizations where power is distributed more evenly or those with power
leverage it in positive ways, employees feel more valued and motivated to contribute to the
workplace culture.

Communication

Power imbalances can influence communication patterns within the workplace. For
example, employees may be afraid to speak up, or someone may withhold information to
maintain power.
In environments where leaders concentrate power at the top, communication tends to flow
one way. Directives and decisions flow downward without much opportunity for input or
feedback from lower-level employees.
Good communication means sharing information openly and welcoming feedback from
everyone. This can help lessen the negative impact of power differences on
communication.

Collaboration

Organizations with centralized decision-making can stifle collaboration, as employees feel

discouraged from challenging authority or sharing innovative ideas.
In places where people share power and involve everyone in decisions, collaboration tends
to grow. Individuals feel empowered to share their perspectives and skills.
Employee engagement and retention

In environments characterized by high levels of power imbalances, employees may feel

disengaged, demotivated, and disillusioned with their work.
In workplaces where employees feel empowered, valued, and respected, they are more
likely to engage in their work. They also become more committed to the organization’s
goals.

Context and Situation:

The interpretation of a speech act depends heavily on the context and the specific situation.

Potential for Misunderstandings:

If the illocutionary act is not clearly conveyed or if the context is unclear, misunderstandings
can arise.

Example:
In a meeting, an employee might say "I think we should consider this proposal." This
utterance can be interpreted as a suggestion (illocutionary act) or a request for consideration
(illocutionary act). The specific meaning depends on the speaker's tone, body language, and
the overall context of the discussion.

By analyzing the speech acts involved in workplace interactions, individuals can better
understand the intentions behind the language used and avoid misunderstandings, fostering
more effective communication and collaboration.

What to say when a colleague accused you of something you did not do?
What to say when a colleague discredit you?
What to say when a colleague steals your idea in a meeting?

C. NONVERBAL COMMUNICATION
It’s not just what we say to others, but also how we say it. Research also shows that 55% of in-person
communication comes from nonverbal cues such as facial expressions, body stance, and tone of voice.
According to one study, only 7% of a receiver’s comprehension of a message is based on the sender’s
actual words, 38% is based on paralanguage (the tone, pace, and volume of speech), and 55% is based
on nonverbal cues (body language) (Mehrabian, 1981). To be effective communicators, our body
language, appearance, and tone must align with the words we’re trying to convey. Changing the tone
of voice in a conversation can incite or diffuse a misunderstanding. Thus, it is important to be aware
of our nonverbal messages always, but especially during conflict.

Key Aspects of Nonverbal Communication in the Workplace:

Eye Contact:
Maintaining eye contact shows engagement, interest, and can build trust. Avoiding eye contact might
be misinterpreted as disinterest or dishonesty.

Posture and Body Language:

Open, confident posture, like sitting up straight or facing the speaker, projects confidence and
attentiveness.

Facial Expressions:
Positive facial expressions, like smiling, can show engagement and convey warmth. Inappropriate
facial expressions can inadvertently send the wrong message.

Hand Gestures:
Purposeful and effective hand gestures can complement and reinforce verbal communication, adding
clarity and emphasis.

Voice Tone:
A positive and engaging tone of voice can make communication more pleasant and effective.

Personal Space:
Understanding personal space boundaries is important for maintaining respectful interactions.

Firm Handshake:
A firm, yet not overly aggressive, handshake can convey confidence and create a positive first
impression.

Listening:
Showing that you are engaged and listening, through body language like nodding and leaning forward,
can foster trust and rapport.

Importance of Nonverbal Communication in the Workplace:

Building Trust and Rapport:
Effective nonverbal communication, like maintaining eye contact and using a positive tone, can help
build trust and positive relationships with coworkers.

Enhancing Verbal Communication:

Nonverbal cues can reinforce and clarify verbal messages, ensuring they are understood accurately.

Showing Engagement and Interest:

Nonverbal cues like eye contact, nodding, and leaning forward show that you are engaged and
interested in the conversation.

Conveying Emotions and Attitudes:

Nonverbal cues can reveal emotions and attitudes that might not be explicitly stated verbally,
providing valuable insights into a person's thoughts and feelings.

Improving Teamwork and Collaboration:

By understanding and using nonverbal communication effectively, you can contribute to a more
positive and productive team environment.

Examples of Nonverbal Communication in the Workplace:

Engaging in a meeting:
Maintaining eye contact with participants, nodding to show understanding, and using positive facial
expressions to convey enthusiasm.

Giving feedback:
Adjusting your tone of voice to match the context of the feedback and using hand gestures to
emphasize key points.

Taking a phone call:

Maintaining a professional demeanor and using a confident posture, even when speaking to someone
on the phone, can project professionalism.

Delivering a presentation:
Using a confident body language, making eye contact with the audience, and using hand gestures to
emphasize key points.
 CONFLICT MANAGEMENT: COMMUNICATION STRATEGIES

When people with different beliefs, aims, and ways of being work together, disagreements are bound
to happen. So, in any workplace with a variety of people, some level of conflict is unavoidable.

The longer these disagreements go on, the more likely they are to become bigger problems. If
colleagues have a falling out, they can quickly become very set in their positions. This kind of conflict
makes people less motivated, leads to more sick days, and causes their work to suffer.

This negative trend doesn't just affect the people directly involved in the argument. Their teammates
also feel the impact. When the whole team becomes less productive, it costs the company a lot of
money – unless managers spot the conflict early and find a way to solve it.

The role of managers in conflict situations

Conflicting parties rarely succeed in resolving their disagreements. In companies, an unbiased person
is needed to approach the conflict constructively and resolve it. This is the task of a manager.

Their task is to encourage communication between conflicting parties, highlight the perspectives of
both sides, and search impartially for a win-win solution. Active listening is also crucial to identifying
potential for improvement in processes and communication channels. After all, every conflict is also a
warning signal that something is not yet working in the company, which means that every conflict is a
sign that change is needed.

There are various TYPES OF CONFLICT STYLES

How a conflict arises depends on the cause of the conflict. There are three types of conflict often seen
in companies:
Role conflict: unclear or intersecting responsibilities
Conflict of values: divergent personal ethical and moral beliefs
Conflict of power: different hierarchical levels collide
How people communicate these conflicts is divided into relationship and factual levels. The iceberg
model best explains this. According to this model, some causes of the conflict are hidden (relationship
level), while others are visible to the outside world (factual level).
Third parties are not able to see the relationship level. Personal thoughts, attitudes, values, and
feelings are the core behind the conflict if it is not a conflict of roles or power. They explain why the
conflict arose, for example, due to different cultural attitudes to a specific topic.
How the conflict arises is visible to all external parties at the factual level. At the objective level, we
show people how we behave in a certain situation.
Managers should observe the behavior rather than draw conclusions from it. Only a look beneath the
surface reveals the cause of the conflict.

Managing conflicts: 3 COMMUNICATION STRATEGIES FOR MANAGERS

A manager has not completed conflict management just because they recognize a conflict. The next
step is to manage it. There are proactive and reactive approaches:
Proactively managing conflicts: when managers recognize them at an early stage
Reactively managing conflicts: when the conflict has already escalated

These three communication strategies provide managers with guidance in conflict management:
 LEAF method
The LEAF method is suitable for resolving conflicts as quickly and constructively as possible. In this
method, the manager acts as a mentor.
L: Listen
E: Empathize
A: Apologize
F: Fix
Conflict management begins with a conversation. It is about active listening. The conflict parties
should listen attentively to each other during the meeting so that they can take on the other party’s
perspective. Targeted questions from the manager give them a deep insight into the emotional and
factual worlds of the conflict.
Throughout the conversation, opinions and feelings remain uncommented. The aim is to create a
space that conveys a feeling of being listened to and understood. At the same time, both parties
should reflect on what has been said. This allows misunderstandings to be resolved at an early stage.
In the end, it is about admitting mistakes and naming your own weaknesses. By apologizing to each
other, the conflicting parties show character and come closer together, not only on a factual level but
also on a relationship level.

 Harvard method
Unlike the LEAF method, the Harvard method considers the factual and relationship levels separately.
Managers deal with the conflict by elevating it from a subjective to an objective level.
In the Harvard method, managers first determine the interests of each party to the conflict and
document them. In doing so, they precisely separate the relationship level from the factual level. Only
when emotions no longer boil over can the conflict be dealt with objectively.
Based on the interests, the manager then develops satisfactory options for both sides. The managers
record these options using neutral evaluation criteria. This ensures that discussions remain solution-
oriented and objective in the long term.

 KULT method
The KULT model goes one step further. Here, managers hold the conflict parties directly accountable:
Until a solution is found, it is similar to the Harvard method. You try to find the cause of the conflict,
look at it as objectively as possible, and develop solution-oriented options. The transfer aspect opens
up a level after the conflict. It appears that the conflict is resolved after the discussion. In reality, this
is only the case if both parties are genuinely committed to it. This is the case if both parties work hand
in hand to achieve common goals in the future.

CONFLICT RESOLUTION STYLES

In situations where disagreements or opposing interests arise, individuals tend to adopt different
conflict resolution styles. Understanding these styles can help navigate conflicts more effectively. The
Thomas-Kilmann Conflict Mode Instrument (TKI) is a popular tool that identifies five main conflict
resolution styles based on two dimensions: assertiveness (the extent to which you try to satisfy your
own concerns) and cooperativeness (the extent to which you try to satisfy the other person's
concerns).

Here are the five main conflict resolution styles:

Avoiding:

Description: Low assertiveness and low cooperativeness. Individuals avoid or withdraw from the
conflict, hoping it will go away or deciding it's not worth addressing.
"I lose, you lose" scenario. Neither party's concerns are met.
Appropriate when: The issue is trivial, you need time to cool down and gather information, the
potential damage of confronting the conflict outweighs the benefits, or you have no chance of
winning.
Potential drawbacks: The issue may not get resolved, and it can lead to resentment or the conflict
escalating later.

Accommodating:

Description: Low assertiveness and high cooperativeness. Individuals prioritize the other party's needs
and concerns over their own, often to maintain harmony or preserve the relationship.
"I lose, you win" scenario. Your needs are not met, but the other person's are.
Appropriate when: The issue is more important to the other person, you realize you are wrong,
maintaining the relationship is crucial, or you want to build goodwill.
Potential drawbacks: Your own needs may be neglected, and you might feel taken advantage of. It
can also prevent creative solutions from emerging.

Competing:

Description: High assertiveness and low cooperativeness. Individuals pursue their own concerns at the
other person's expense, often using power, authority, or forceful arguments to win.
"I win, you lose" scenario. Your needs are met at the cost of the other person's.
Appropriate when: Quick, decisive action is necessary (e.g., in emergencies), you know you are right
and the issue is critical, or you need to stand up for your rights.
Potential drawbacks: Can damage relationships, create resentment, and lead to a lack of
collaboration.

Compromising:

Description: Moderate assertiveness and moderate cooperativeness. Individuals aim to find a middle
ground where both parties give up something to reach a mutually acceptable solution.
"I win some, you win some" scenario. Both parties partially satisfy their needs.
Appropriate when: The goals are moderately important but not worth a major confrontation, a quick
resolution is needed, or collaboration isn't possible.
Potential drawbacks: Neither party fully gets what they want, and the solution might be less than
optimal. It can sometimes feel like a "lose-lose" situation.

Collaborating:

Description: High assertiveness and high cooperativeness. Individuals work together with the other
party to find a solution that fully satisfies the concerns of both. This often involves open
communication, active listening, and creative problem-solving.
"I win, you win" scenario. Both parties' needs are fully met.
Appropriate when: Both the relationship and the outcome are important, there is enough time for
discussion, and you want to find the best possible solution by integrating different perspectives.
Potential drawbacks: Can be time-consuming and require significant effort and open communication
from all parties involved.
It's important to recognize that no single conflict resolution style is inherently "best." The most
effective approach often depends on the specific situation, the importance of the issue, the nature of
the relationship, and the time available. Being aware of your dominant style and understanding other
styles can help you choose the most appropriate response to conflict in different contexts.

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