How you can
integrate supportive communication in your present position, utilize the
guidelines detailed on page 265 and describe the expected outcomes that may
result from your efforts.
My job role is very interesting in terms of
communication. The company is split in two, one half in Singapore and the other
half in East Hartford, Connecticut. We rely heavily on our counterparts in the
U.S. and hence email is our main mode of communication. Several times a week,
we also have teleconferences. But such communication does not allow us to see
each other and it is some times awkward to ask another person to do you a favor
not knowing how he or she looks like.
Sometimes, the “tone” of the email received may
seem “harsh” and I may begin to take the email as a personal attack on my
character. However, through this course and the guidelines detailed on Page 265
of the textbook, I have realized that it is important to bring the situation
back to being problem-oriented, rather than person-oriented. With the
colleagues locally, it may seem easier to communicate with them since they are
physically around. With certain individuals, it may challenging to communicate
with them as they see themselves being technically better than you and will not
accept your ideas or proposals. I think it is important to listen to what they
have to say first, and then agree to disagree. Approaches to solving conflict
can be used, such as allowing them to “win this battle” and maybe the next time
he or she will let you “win”.
In addition, as we lack the personal touch with our
colleagues in the U.S., it is very difficult to convey messages of appreciation
and thanks. It is not as easy as walking up to the person and saying thanks.
However, more can be done to express thanks and appreciation through the phone
or email. That way, even though we have not met each other, we can build a
better relationship and communication style over email and understand the
working style of the individuals better.
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