Abstract
The next chapter introduces multi-step processes that can be used to re-make communication at work with individuals and teams. Those are useful in a variety of contexts and organizational circumstances, however the horsepower they offer may not always be necessary. The purpose of this chapter is to introduce a variety of single-step practices that can be used by themselves or in combination with other single-step practices to make communication better. The following summaries provide enough detail for you to put them into use and discover your own ways of customizing them to add value to whatever unique situation you encounter.1
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References
Leon Festinger, A Theory of Cognitive Dissonance (Stanford, CA: Stanford University Press, 1957).
Barnett Pearce and Kim Pearce, “Extending the Theory of the Coordinated Management of Meaning (CMM) through a Community Dialogue Process,” Communication Theory 10.4 (November 2000): 405–423, 411.
In their book, How the Way We Talk Can Change the Way We Work, authors Robert Kegan and Lisa Laskow Lahey elegantly describe the power of competing commitments that often cause us to work against ourselves when two or more conflicting priorities are held simultaneously. Robert Kegan and Lisa Laskow Lahey, How the Way We Talk Can Change the Way We Work (San Francisco: Jossey-Bass, 2001).
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© 2013 Jesse Sostrin
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Sostrin, J. (2013). Single-Step Practices for Re-Making Communication at Work. In: Re-Making Communication at Work. Palgrave Macmillan, New York. https://doi.org/10.1057/9781137332769_14
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DOI: https://doi.org/10.1057/9781137332769_14
Publisher Name: Palgrave Macmillan, New York
Print ISBN: 978-1-137-33707-8
Online ISBN: 978-1-137-33276-9
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