Constructive communication
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:- You sent out the wrong file to our client | :- You sent out the wrong file to our client | ||
| − | Three points can help project managers build their I-statements: | + | Three points can help project managers build their I-statements <ref name="Benko" />.: |
# Declare the feeling regarding the behavior from the other person and its consequences | # Declare the feeling regarding the behavior from the other person and its consequences | ||
# Offer tangible, concrete examples of the effects of such behavior | # Offer tangible, concrete examples of the effects of such behavior | ||
| − | # State what kind of behavior is more acceptable in the future | + | # State what kind of behavior is more acceptable in the future |
=== Message Form === | === Message Form === | ||
Revision as of 16:54, 17 February 2021
Abstract
Communication is a big part of project management. 80% of project managers' time is spent on communication, which is considered a critical success factor in projects [1]. Project managers communicate with stakeholders such as co-workers, clients, and business partners and these communications are, for example, regarding projects and for making big decisions. These types of communications and when dealing with all kinds of people, conflicts are inevitable [2].
For managing conflicts the right way, the communication has to be constructive and not destructive, as poor communication can make matters worse [3]. The majority of conflicts can be looked at as an opportunity for improvement [2]. Project managers that practice and learn to use constructive communication are more likely to transform conflicts into growth or improvement. In addition, they can build more robust and better relationships with their stakeholders and understand them better. Moreover, by following the guidelines on constructive communication, project managers can resolve potential conflicts ahead of time and prevent miscommunication [3].
This article examines the importance of constructive communication, especially in dealing with conflicts during projects. In addition, relevant models and guidelines are provided that project managers can use in their work. It is important for project managers to master and keep practicing constructive communication. However, this type of communication is not just relevant within project management. It is useful for everyone willing to learn how to deal with conflicts constructively [4].
Contents |
What is Constructive Communication
Constructive communication is a powerful tool to use when dealing with and to prevent conflicts. This type of communication addresses the conflict positively and clearly between communicators. It builds understanding, provides sufficient detail for full awareness, and provides clear information. Furthermore, by using constructive communication, the goal is that both sides win by showing a respectful and cooperative attitude. Using constructive communication leaves room for others to share their side and be heard to work together and foster understanding [4].
Models of Constructive Communication
There are different ways to use constructive communication. This section goes over five different models of constructive communication.
Nonviolent Communication
Clean Communication
Cooperative Communication
Centered Communication
Compassionate Listening
Guidelines for Constructive Communication
It can be tricky to use constructive communication when dealing with conflicts. In this section, guidelines and examples will be illustrated.
I-Statements Instead of You-Statements
Using I-statements when dealing with conflicts is much more subtle than you-statements. Project managers are not accusing and not making assumptions about the other person's attitude or feelings when using I-statements [2]. However, you-statements communicate that the other person is responsible for the project manager's discomfort and pain, which shuts the door to understanding and turns discussions into conflict. I-statements can identify both impacts and problems regarding the conflict and make it easier to find a solution [4].
- I-statement - Example of what to say:
- - I find it frustrating when we send out the wrong file to our clients
- You-statement - Example of what not to say:
- - You sent out the wrong file to our client
Three points can help project managers build their I-statements [2].:
- Declare the feeling regarding the behavior from the other person and its consequences
- Offer tangible, concrete examples of the effects of such behavior
- State what kind of behavior is more acceptable in the future
Message Form
Message Meaning
Limitations
There are always some limitations and they will be discussed in this section.
Conclusion
The final chapter is a conclusion.
Annotated bibliography
* Nonviolent and Constructive Communication, Joanie V Connors, 2013 [4]. This paper focuses on the skills of communication and how to use constructive communication when dealing with conflicts.
* Communicating Constructively, Scott Williams, 2002 [3]. This article shows how you can apply constructive communication in various professions.
References
- ↑ J. Geraldi, C. Thuesen, \& J. Oehmen. (2017). Doing Projects - Nordic flavour to managing projects. Danish Standards Foundation. 96.
- ↑ 2.0 2.1 2.2 2.3 A. Benko. (26.06.2018). Constructive Communication Skills in the Workplace. https://softwaretester.careers/constructive-communication-skills-in-the-workplace/. Visited: 09/02/2021.
- ↑ 3.0 3.1 3.2 Scott Williams (NA). Communicating Constructively. http://www.wright.edu/~scott.williams/LeaderLetter/communicating.htm. Visited: 09/02/2021.
- ↑ 4.0 4.1 4.2 4.3 Joanie V. Connors. (2018). Nonviolent and Constructive Communication. https://l.cohousing.org/Constructive_Communication.pdf. Visited: 09/02/2021.
