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AGGRESSIVE BEHAVIOURS
Verbal Behaviours
Passive Assertive Aggressive
You avoid saying what you want, You say what you honestly want, You say what you want, think, and
think, or feel. Apologetic words with think, feel in direct and helpful ways. feel, but at the expense of others.
hidden meanings or silence are used You communicate with tact and use You use “you” statements that label
frequently. You allow others to “I” statements. Your words are clear or blame. You employ threats or
choose for you. and objective. accusations. You choose for others.
Nonverbal Behaviours
You use actions instead of words. You listen closely. Your manner is You make an exaggerated show of
You hope someone will guess what calm and assured. You strength. You are flippant and have
you want. You look as though you communicate caring and strength. an air of superiority. Your voice is
don’t mean what you say. Your Your voice is firm and warm. You tense or demanding. Your eyes are
voice is weak and hesitant. Your look directly at the other person, but cold and staring. You are tense and
eyes are averted. You look you don’t stare. You have a relaxed appear angry.
uncomfortable and appear tense. expression.
Goals
To please, to be liked. To communicate, to be respected. To dominate or humiliate.
Lose - win Win - win Win - lose
Feelings
You feel anxious, ignored, hurt, You feel confident and successful. You feel self-righteous, controlling,
manipulated. You are often angry You feel good about yourself at that and superior. Sometimes you feel
and resentful later. time and later. embarrassed or selfish later.
You avoid unpleasant situations, You feel good and respected by You get some anger off your chest.
conflicts, short-term tensions, and others. Your self-confidence You get a feeling of control and
confrontations. You don’t have to improves, and relationships with superiority.
take responsibility for your choices. others are improved.
Their Feelings
They feel guilty, superior, frustrated, They feel respected or valued. and They feel humiliated, depreciated, or
or even angry. feel free to express themselves. hurt.
They feel irritated, frustrated with They usually respect, trust, and They feel hurt, defensive, humiliated,
you. They lose respect for you value you. They know where you or angry. They resent, distrust, and
because you are a pushover. stand. fear you.
You don’t get what you want. If you You often get what you want if it is You often get what you want but at
do get your own way, it is by indirect reasonable. You often achieve your the expense of others. You hurt
means. Others achieve their goals goals and gain self-respect. Your others by making choices for them.
at your expense. rights and others’ rights are You may have increasing difficulty
respected. with relaxing and unwinding later.
The following lists include strengths and challenges in communication. Identify ONE element
under each category that you believe you need to improve in order to enhance your leadership
communication ability.
Set specific goals for this development now. Now that you have participated in the Personal
Leadership program, how will you develop your communication strengths in the three areas
you’ve identified from this list?
Strategies:
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Remember…
• Use assertive body language. Face the other person, stand or sit straight, don't
use dismissive gestures, be sure you have a pleasant, but serious facial
expression, keep your voice calm and soft, not whiney or abrasive.
• Express ownership of your thoughts, feeling, and opinions. Example: "I get angry
when he breaks his promises." instead of "He makes me angry." or "I believe the
best policy is to…" instead of "The only sensible thing is to …"
• Make clear, direct, requests. Don't invite the person to say no. Example: "Will
you please ... ?" instead of "Would you mind … ?" or "Why don't you … ?"
In difficult situations…
• Broken record: Keep repeating your point, using a low level, pleasant voice.
Don't get pulled into arguing or trying to explain yourself. This lets you ignore
manipulation, baiting, and irrelevant logic.
• Fogging: This is a way to deflect negative, manipulative criticism. You agree
with some of the fact, but retain the right to choose your behavior. Example:
Mom: "You might be right about that, but I still…” Fogging is great for avoiding
fights and making people stop criticizing.
• Content to Process Shift:: This means that you stop talking about the problem
and bring up, instead, how the other person is behaving RIGHT NOW. Use it
when someone's not listening or trying to use humor or a distraction to avoid the
issue. Example: "You're getting off the point. I'm starting to feel frustrated
because I feel like you're not listening."
• Defusing: Letting someone cool down before discussing an issue. Example: "I
can see that you're upset, and I can even understand part of your reaction. Let's
talk about this later." Also, if they try to stay with it, you always have the right to
walk away.
• Assertive inquiry/stop action: This is similar to the content to process shift.
"Let's hold it for a minute, something isn't working, what just happened? How did
we get into this argument?" This helps to identify the real issue when the
argument is actually about something bigger than the immediate topic.
• Summarization: This helps to make sure you're understanding the other person.
Example: "So what you're trying to tell me is ... ."
• Specificity: It's really important to be very clear about what you want done. This
helps prevent distractions. Example: "The thing I really wish is that you'd pick
your clothes up off the floor."
(Source: http://www.uiowa.edu/~ucs/asertcom.html)
Relator Socializer
Expressiveness
Thinker Director
Directness
The Relater (indirect, open)
Relaters are warm, considerate and sympathetic. They are focused on people and interpersonal
relationships. Relaters are wonderful team players since they are cooperative and easy to work with.
Relaters are great listeners and are always willing to help others. However, their desire to keep everyone
happy may sometimes interfere with getting the job done. Relaters dislike conflict and will try to mollify the
people involved and smooth over the issues. Change can upset relationships as well as work routine.
Relaters can become upset by this, and so need time to adjust to change.
Strengths: listens well, is a good counselor, uses supportive language, builds trust
Potential drawbacks: avoids conflict, gives in easily, keeps opinions to oneself, overemphasizes feelings
How to communicate with a Relater:
• Spend the time needed to establish rapport. Feel free to share personal experiences or common
interests.
• Avoid being aggressive or pushy.
• When discussing issues, focus on how the changes may affect the interrelationships among the staff.
• If you are the leader, make sure that the Relaters on your staff are not overburdened or distracted by
other people's problems.
Strengths: persuasive, good storytellers, focus on big picture, use motivational language
Potential drawbacks: ignores details, exaggerates, generalizes, can be overdramatic
How to communicate with a Socializer:
• Be willing to keep up with their breakneck conversational pace, and be patient with digressions.
• Focus on concepts and trends, and on what they might mean for the future.
Strengths: gets to bottom line, speaks forcefully, maintains eye contact, presents position strongly
Potential drawbacks: poor listeners, impatient with others, does not heed advice, likes to argue
How to communicate with a Director:
• Get to the point right away, and communicate your ideas quickly and clearly.
• Show how your ideas are compatible with their goals.
• If you're the leader, ensure that the Director's curt and straightforward style of communicating isn't
causing conflict with the rest of the team. If you are the leader and a Director, remember to pay attention
to the feelings of your team, not just the end results they achieve.
Each communication style has its own strengths and drawbacks, and most teams and workplaces rely on
a mix of styles to be productive. Recognizing another person's method of communicating and adapting
your own style accordingly can help get your message across, avoid conflict, and improve your
communication as a leader!
Sources:
www.medhunters.com/articles/communicationStyles.html
www.hrdq.com/products/wmcommstyle.htm
SOFTENERS
(modified from Face to Face Communication by Peter Urs Bender)
Use open-ended questions: ask questions that require more than a yes or no to
encourage conversation. Open-ended questions start with words like how, why,
describe, explain, etc.
Paraphrase: summarize what you have heard periodically to confirm that you
received the correct message
Watch your emotions: try to focus on what the speaker is saying rather than
getting overly-distracted by your own emotional response
Be slow to disagree or argue: make your intention to understand rather than
agree with the speaker. Everyone is entitled to their own point of view and
feelings
Keep an open mind: everyone’s experience is different and you might learn
something!
Find a suitable environment: listening is difficult in noisy or busy settings - find
a place where you can concentrate on listening and one where the speaker feels
at ease
Gauge your ability to be present: actively listening takes energy, so make sure
you are up to it!
• Lead by example
• Maintain the self-esteem and dignity of others
• Build and maintain positive relationships