A520.3.4.RB - Supportive Communication

A520.3.4.RB - Supportive Communication

Supportive communication is a style of communicating that has a specific set of goals and techniques. The primary goal of supportive communication is to resolve conflict or achieve change in a situation while preserving, even strengthening, the relationship between the communicating individuals.

Integrating supportive communication in the workplace is challenging in each area; however, it is well worth the effort. Supportive Communication is problem-oriented, not person-oriented. Problem-oriented communication focuses on problems and solutions rather than on personal traits. Person-oriented communication focuses on the characteristics of the individual, not the event. Using problem-oriented rather than people-orientated statements is key, to ensure that no one feels that the problem is or because of them. Validating statements being used will allow everyone to feel that they are important, and that no one person is better or higher than the next person.

Creating a supporting communication system is ideal for an organization. In order to create such work environment I must start validating co-workers and the effort that each of us does in other to maintain our facility, by demonstrating the respect that I have for each of them will create an environment of trust and humility.

Whetten & Cameron (2011) express guidelines that help outline exactly how to communicate effectively, in order to develop good relationships with both subordinates and supervisors. They point out that to communicate effectively, we must communicate congruently and be aware of our true feelings without expressing them destructively. (Whetten, 2001)

When conveying a message it must be congruent, expressing exactly what the speaker is thinking and feeling. There are definitely situations where discretion is a more appropriate choice than full disclosure of what we think and feel. However, we communicate more effectively when we're candid. If we aren't honest, listeners you won't trust what we say. In congruent communication we are constructive because we're giving the receivers the truth rather than misleading them. And in incongruent communication is saying that "it's no big deal" or "I don't mind" when you are in fact discussing an important issue. To be an effective constructive communicator, we should objectively describe problems rather than speak in an evaluative manner.

The aim of supportive communication skills is to help your team members to solve their own identified problem rather than solving it for them, thus giving them more ownership of the solution and making it more likely that they will implement it.

References

Burleson, B. R. (2009). Understanding the outcomes of supportive communication: A dual-process approach. SAGE, 21-38.

Michael, D. (2012). Supportive supervisor communication as an intervening influence in the relationship between LMX and employee job satisfaction, turnover intentions, and performance. Journal of Behavioral Studies in Business, 19-22.

Whetten, D. A. (2001). Developing Management Skills. Upper Saddle River: Prentice Hall/Pearson.