Communication for Change: Effective Strategies in Today's World

The provided content includes various articles and books related to communication, leadership, conflict management, emotional intelligence, and organizational development. The sources include academic journals such as the International Journal of Sport Communication, Management Communication Quarterly, and Negotiation and Conflict Management Research, as well as book chapters from authors like Bolman and Deal, Cahn and Abigail, and Hollensen. The topics covered range from effective communication strategies to leadership styles and conflict resolution methods.

Running head: COMMUNUICATION SKILLS IN WORKPLACE
Communication Skills in Workplaces
Name of the Student:
Name of the University:
Author Note:

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Table of Contents
1. Diagnosis and Reflection:......................................................................................................2
a) Analysis of the five communication diagnostic tools:.......................................................2
b) Findings of the tools:.........................................................................................................4
c) Two key issues in communication:....................................................................................5
d) Two recent professional interactions:................................................................................5
2. Literature review:...............................................................................................................6
Communication apprehension:...................................................................................................6
Interpersonal communication theory:........................................................................................6
Positive non-verbal communication:..........................................................................................7
Importance of communication in companies:............................................................................7
Internal communication and decision-making:......................................................................8
Leadership and motivation:....................................................................................................8
External communication:.......................................................................................................9
3. Action plan...........................................................................................................................10
Gantt Chart:..............................................................................................................................11
Conclusion:..............................................................................................................................12
References:...............................................................................................................................13

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1. Diagnosis and Reflection:
The five diagnosis tools I have considered to analyse my communication style are
self-perceived communication competence questionnaire, personal report of communication
apprehension, personal report of public speaking anxiety, willingness to listen to diagnosis
and tolerance for disagreement. I have reflected on and judged my communication skills in
areas of verbal communication, listening actively, non-verbal communication and asserting
my perceptions.
a) Analysis of the five communication diagnostic tools:
An analysis of my communication skills based on the first tool, self-perceived
communication competence questionnaire shows that I am comfortable speaking to people
individually but uncomfortable during speaking to a group of listeners. Batrinca et al.(2013)
state that appropriate communication skills are very important speaking to an audience. The
They further state that successful communication with the public while giving presentations
depend on a variety of factors like the behaviour of speakers, tone of voice, vocal variety and
facial expressions of the speakers. These behavioural attributes of the speaker play important
role in communicating the message in appropriate ways to the listeners. Cahn and Abigail
(2014) further state accurate communication of messages in work places play a very
important role smooth operations. Proper gestures by managers to their subordinates play a
significant role in enhancing the motivation of the employees. This analysis shows that the
rate of my anxiety increases while speaking to a group of people. This shows that I lack
communication skills and confidence while speaking to a group while giving presentation.
An analysis of personal report of communication apprehension, the second analytical
tool shows that I exhibit uneasiness and lack of confidence while speaking to an audience.
Here I can point out that the apprehensive approach of mine while public speaking actually

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shows my fear of disagreement from the audience. Beattie et al.(2014), state that speakers
should work to improve their communication skills. The employees aiming to become
managers should have excellent communication skills because it is among one the most
important managerial competencies. The human resource departments often train the
employees to enhance their communication skills. Moore (2014) further states that managers
should have the competency to deal with conflict among employees and manage them
efficiently. They require mediating between the management and the employees in order to
ensure continuity of the production. This analysis shows that I require strengthening my
confident while speaking to an audience. Thus, appropriate communication would help in
forming strategies on future business operations.
An analysis of the third tool shows that I experience moderate level of anxiety and
stress when giving presentation in the law firm where I worked. Tootell et al. (2013), state
that effective gestural communication enables in creating appropriate impact on the audience.
Appropriate body language exhibits confidence of the speakers. This confidence often creates
strong impacts on the speakers, which lessens the chances of contradictions and questions
from their sides. Caldas, Broaddus and Winch (2016) state that confidence exhibited by a
speaker helps in handling contradictions from the audience. I can reflect that I require
improving my communication skills and conflict level in order to handle contradictions from
the audience.
An analysis of the fourth tool illustrates that I have average willingness to listen to
the audience I am speaking to. I can analyse that during I am good at verbally communicating
with my audience especially in while interacting individually. However, I need to improve
my gestural communication and understanding of the facial expressions and body languages
of the audience while listening to my speech. I can point out that while reflecting on my
readiness to listen to audience, I am an average listener. This again points out to the two

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weaknesses in my communication skills. I am not comfortable speaking to a group of
audience and lack the skills to handle contradictions from the audience.
An analysis of tolerance of agreement the fourth tool, once again shows that I lack the
skills to deal with situations where the audience does not agree with my views. I can also
reflect on my communication skills and can point out that the fear of mine regarding facing
contradictions from listeners often results in my execution official responsibilities in the law
firm. I did the task without communicating with the manager by maintaining a submissive
attitude to avoid criticisms from her.
The fifth diagnostic tool, tolerance to disagreement test shows that I am not immune
to handling objections and criticism from the audience. The low score of mine on objection
handling again points out to my fear of handling conflicts.
An analysis of all the tests combined shows that there two gaps in my communication
skills. They are lack of confidence while speaking to a group of audience and the inability to
handle contradictions from the audience, which in turn impedes confidence to speak to them.
These weaknesses call for me to take initiatives to improve upon them and strengthen my
communication skills.
b) Findings of the tools:
The first two tools namely, the questionnaire tool and the personal report of
communication apprehension point out to the first communication issue I face while
communicating in the workplace. It is lack of comfort while communicating to a group of
audience. The third tool namely, personal report of public speaking anxiety point out to the
second issue in communication. The second weakness in my communication is lack of
confidence and fear of conflicting opinions from the side of the audience. These two fears

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often make me communicate less with seniors and seek their guidance, which influences my
performance.
c) Two key issues in communication:
I have recognised two key issues in my communication, which prevent me from
communicating effectively at the office. The first issue is the lack of comfort while talking to
a group of audience and giving a speech or presentation. The second issue also stems from
this lack of confidence while giving presentations. I am not efficient in handlings criticisms
and contradictions from others. This lack of conflict management results in lack of
communication while performing my official duties.
d) Two recent professional interactions:
The two recent professional interactions, which pointed out to my lack of
communication skills are my inability to speak to my audience while giving a presentation
and my lack of communication with a senior manager.
The first recent professional interaction of my which showed by communication gap
was when I was giving a presentation before my senior managers and juniors who are mostly
advocates. While giving the presentation some of my seniors counter questioned me and their
body languages showed that they did not agree with my view. It made me feel nervous and
anxious. The analysis of my behaviour showed that I suffer from communication
apprehension, which is the first issue and pointed out that I require taking communication
courses.
The second interaction showing my lack of confidence was when I my senior
manager assigned me a work. My manager assigned me a work and I completed it without
consulting him, which led to faulty solution. I analysed the action of mine and understood
that I lack the confidence to approach the manager because I was not ready to face

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confrontations from this side, which is the second issue. I can point from this behaviour of
mine that I am not ready to face conflicts and counter questions from my managers. This lack
of communication led to faulty solution and my poor performance. This once again pointed
out that I suffer from lack of confidence and require to prompt actions like counselling to deal
with the problem.
2. Literature review:
Communication apprehension:
The theory of communication apprehension states that people feel fear due to lack of
confidence while communicating with people. The theory also states that the communication
may happen in reality or may be an apprehended one. This apprehension depends on several
factors like perceptions of the parties involved in the communication process, attributes of the
listener like their educational qualification and professions and communication skills of the
speaker.
Interpersonal communication theory:
The theory of interpersonal communication describe the term as an exchange of
information between two or more people. The theory further states that there are various
factors which come into play in interpersonal communication. They are personality, structure
of knowledge, interpersonal skills, language, non-verbal or gestural communication skills,
intellectual perceptions and cultural backgrounds of the parties involved. However, too many
gestures, cultural differences, differences of backgrounds between the parties to the
interpersonal communication and noise act as barriers to successful interpersonal
communication.

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Positive non-verbal communication:
Non-verbal communication plays a very crucial function in successful communication
process. Metallinou, Katsamanis and Narayanan (2013) state that body language is the
process of communicating by using gestures with others. Positive body language gives rise to
interests, optimistic and positive feedback from the listeners. Alleva et al. (2014) add to the
contribution of Metallinou, Katsamanis and Narayanan. They state that since more than half
of the communication takes place using non-verbal communication or body language,
appropriate body language is considered very important. There are certain body languages,
which are considered positive in non-verbal communication while others are considered
negative. Metallinou, Katsamanis & Narayanan (2013) delve further into the aspects of
positive nonverbal communication and state that non-verbal communication is characterised
by exchange of multimodal information like expressions of the face and body language. They
further state that these non-verbal reveal the influence of the speaker on the listeners.
Shishavan (2016) however contradicts that non-verbal communication is ambiguous and
often fail to communicate the right message. It can be pointed out that this ambiguity in non-
verbal communication often reduces the effectiveness of meetings and conferences t the
workplaces. This affects the decision-making activities and execution of plans. Thus, it can
be inferred that positive non-verbal communication play very important role in
communication of messages accurately among the parties involved. However, non verbal
communication is not very dependable while taking business decisions because it lacks
clarity.
Importance of communication in companies:
According to Sinuff et al.(2015), communication plays extremely crucial roles in the
business organisations. Communication comes into play while decision-making, execution of

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orders, making business strategies and conflict management. Hollensen (2015) further adds to
it and states that marketing is also a type of communication between the companies and the
customers. Hence the concept can be studied under two broad heads namely, internal
communication and external communication.
Internal communication and decision-making:
Mishra, Boynton and Mishra (2014), state that internal channels of communication
play very crucial roles in day-to-day operations within organisations. The apex management
acquires information about the business environmental factors like market conditions and
customer preferences from the departments like marketing and customer services. They then
use the internal knowledge management system within the organisations to gain important
internal information like available financial resources and human resources from the accounts
and HR departments respectively. They then integrate all the information to make central
business strategies, which they communicate, to the middle level managers and departmental
heads. Men (2014) further stresses on this role of communication in decision-making and
states that smooth flow of information between the apex management and different level of
employees encourage leadership in the organisations. The apex management bodies are able
to lead the organisations towards greater degree of business excellence and higher market
position.
Leadership and motivation:
Bolman and Deal (2017) point out that smooth flow of communication between
superiors and subordinates is crucial to encourage leadership and motivation in the
organisations. Transparent communication between the departmental heads and their juniors
create a positive organisational culture within the organisations. This positive organisational
culture creates the environment of understanding and coordination between the departmental
heads, their subordinates and even between the departments. Lumbasi, K’Aol and Ouma

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(2016) state this healthy internal communication encourages the subordinates to participate in
the strategy making activities, which leads to their better understanding of the strategies. One
can point out that these transparent understanding results in better execution of plans and
achievement of higher degree of efficiency. Kessler et al (2013) point out that transparent
communication and thorough understanding of the responsibilities among the employees
results in minimum conflict, which in turn boosts productivity. This in turn allows the
departmental heads to lead their departments towards over achievement of the performance
parameters. This analysis shows that internal communication enables the apex management
to form strategies. It helps them to communicate those strategies to the middle level
managers. Communication enables the subordinate employees to participate in decision
making and execution of plans. It minimises conflict and boosts productivity. Thus, it can be
inferred that communication enables motivation and leadership in the organisations.
External communication:
Fernández-Cavia et al.(2017) state that external communication helps the companies
to communicate with the market and the stakeholders like customers, government and the
society at large. The companies market their products to the customers and communicate
their positive attributes and benefits. This marketing creates demand among the customers,
which ultimately results in sale of the products to them. Bae (2015) state this sale of products
lead to generation of revenue for the companies. Thus, it can be stated that external
communication forms the base of revenue generation of the companies, which is their
ultimate aim. LUO and HE (2015) state that companies communicate their financial
information with the market to attract investors. The multinational companies have large
number of shareholders who invest in their shares and account for their financial strength.
Thus, external communication helps companies to market products and generates profits.
Again, it helps them to attract investors, which accounts for their financial strengths. External

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communication is not only instrumental in generation of capital and profits from the market
but in communication with the stakeholders. Inauen Schoeneborn (2014) point out that
companies require to maintain continuous communication with stakeholders like
governments, financial institutions and the society as a whole. This smooth external
communication helps companies to take advantage of their external market opportunities and
thrive in the market. This analysis shows that external communication is integral to the
business operations and competitive advantage in the market.
3. Action plan
The above analysis shows that I have to improve two areas of my communication
capability at office, namely my confidence to address a group of audience and
communication apprehension. The need of the hour is to improve my communication skills,
behaviour and knowledge by taking professional courses. I would take short online courses
like Advanced Communication-Online from reputed institutes like Australian Institute of
Management. These institutes provide grooming courses like Applied Project Management,
Business Networking and Effective communication. These professional courses are available
online and their tenure is six months (aim.com.au, 2017).
The second action plan of mine would be a reading plan to read books, articles and
journals to improve my communication skills and work on my communication apprehension.
I would read books like ‘Transformational leadership and project success: The mediating role
of team-building’ written by Aga, Noorderhaven and Vallejo. Another book I would read is
‘Understanding and developing emotional intelligence. In Knowledge Solutions’ by Serrat.
These readings would help to boost my confidence while speaking in public and deal with
counter questions from audience. I can also read several self-help books which can I can
purchase online. They would help in delivering more convincing and accurate presentations

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(amazon.com, 2017). This reading plan would last for a year, as I have to go through several
books.
The third communication plan would be maintaining a personal journal to record my
actions to improve communication skills. I would practice writing essays on communication
related topics to improve my writing skills.
The fourth step would be identifying a member and taking a course from him. I can
take a course from communication experts like Millswilsons. These professional mentors
provide communication services to people who lack confidence. They arrange for seminars
and conferences where people can speak to them about improving their communication skills
(millswilson.com.au, 2017). These mentoring courses would take six months.
Gantt Chart:
The above action plan shows there are four actions I can take to improve my
communication skills. They are a six months diploma online course in communication, a
reading plan stretching over a year, the third action would be practice interactive
writing for six months and the fourth would be mentoring which again take a year. This
action plan would help me t develop and strengthen my communication skills. The above
action course can be presented on a Gantt chart, which is as follows:
Actions 6 months 1 year More than a year
Diploma courses
Reading plans
Interactive writing
Mentoring
Figure 1. Gantt showing communication improvement plan

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(Source: Author)
Conclusion:
The above discussions show that strong communication skills are crucial from
transmission of proper messages in the organisations. The speakers require achieving high
level of confidence and conflict management skills. I can also conclude upon reflecting on
the importance of communication in workplaces that communication is the basis of
operations and coordination among the professional teams. It plays crucial role in exchange
of information both within and outside the organisation.

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References:
Advanced Communication - Online. (2017). AIM Education & Training. Retrieved 6 October
2017, from https://www.aim.com.au/courses/advanced-communication-online
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), 806-818.
Alleva, J. M., Martijn, C., Jansen, A., & Nederkoorn, C. (2014). Body language: Affecting
body satisfaction by describing the body in functionality terms. Psychology of Women
Quarterly, 38(2), 181-196.
Amazon.com: communicating for a change. (2017). Amazon.com. Retrieved 6 October 2017,
from https://www.amazon.com/s/ref=nb_sb_ss_c_1_9/136-0583890-9571432?
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Bae, W. (2015). Interview with Tina Barnes-Budd, senior director of social media marketing
and communication, the Ladies Professional Golf Association (LPGA). International
Journal of Sport Communication, 8(2), 149-154.
Batrinca, L., Stratou, G., Shapiro, A., Morency, L. P., & Scherer, S. (2013, August). Cicero-
towards a multimodal virtual audience platform for public speaking training.
In International Workshop on Intelligent Virtual Agents (pp. 116-128). Springer,
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Beattie, R. S., Kim, S., Hagen, M. S., Egan, T. M., Ellinger, A. D., & Hamlin, R. G. (2014).
Managerial coaching: A review of the empirical literature and development of a
model to guide future practice. Advances in Developing Human Resources, 16(2),
184-201.
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and
leadership. John Wiley & Sons.
Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication. Pearson.
Caldas, S. V., Broaddus, E. T., & Winch, P. J. (2016). Measuring conflict management,
emotional self-efficacy, and problem solving confidence in an evaluation of outdoor
programs for inner-city youth in Baltimore, Maryland. Evaluation and program
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Fernández-Cavia, J., Marchiori, E., Haven-Tang, C., & Cantoni, L. (2017). Online
communication in Spanish destination marketing organizations: The view of
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Hollensen, S. (2015). Marketing management: A relationship approach. Pearson Education.
Inauen, S., & Schoeneborn, D. (2014). Twitter and its usage for dialogic stakeholder
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Kessler, S. R., Bruursema, K., Rodopman, B., & Spector, P. E. (2013). Leadership,
interpersonal conflict, and counterproductive work behavior: An examination of the
stressor–strain process. Negotiation and Conflict Management Research, 6(3), 180-
190.

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Lumbasi, G. W., K’Aol, G. O., & Ouma, C. A. (2016). The Effect of Participative Leadership
Style on the Performance of COYA Senior Managers in Kenya.
LUO, Q., & HE, J. (2015). Stock Market Mispricing and the Decisions of Investment and
Financing by the Controlling Shareholder.
Men, L. R. (2014). Strategic internal communication: Transformational leadership,
communication channels, and employee satisfaction. Management Communication
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Metallinou, A., Katsamanis, A., & Narayanan, S. (2013). Tracking continuous emotional
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speech information. Image and Vision Computing, 31(2), 137-152.
Metallinou, A., Katsamanis, A., & Narayanan, S. (2013). Tracking continuous emotional
trends of participants during affective dyadic interactions using body language and
speech information. Image and Vision Computing, 31(2), 137-152.
Mishra, K., Boynton, L., & Mishra, A. (2014). Driving employee engagement: The expanded
role of internal communications. International Journal of Business
Communication, 51(2), 183-202.
Moore, C.W., 2014. The mediation process: Practical strategies for resolving conflict. John
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Serrat, O., 2017. Understanding and developing emotional intelligence. In Knowledge
Solutions (pp. 329-339). Springer Singapore.
Shishavan, H. B. (2016). Refusals of invitations and offers in Persian: Genuine or
ostensible. Journal of Politeness Research, 12(1), 55-93.

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Sinuff, T., Dodek, P., You, J.J., Barwich, D., Tayler, C., Downar, J., Hartwick, M., Frank, C.,
Stelfox, H.T. and Heyland, D.K., 2015. Improving end-of-life communication and
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