Styles of Communication
Tell: the supervisor makes the decision and announces it to staff. The supervisor provides complete direction. Tell is useful when communicating about safety issues, government regulations and for decisions that neither require nor ask for employee input.
Sell: the supervisor makes the decision and then attempts to gain commitment from staff by selling the positive aspects of the decision. Sell is useful when employee commitment is needed, but the decision is not open to employee influence.
Consult: the supervisor invites input into a decision while retaining authority to make the final decision herself. The key to a successful consultation is to inform employees, on the front end of the discussion, that their input is needed, but that the supervisor is retaining the authority to make the final decision. This is the level of involvement that can create employee dissatisfaction most readily when this is not clear to the people providing input.
Join: the supervisor invites employees to make the decision with the supervisor. The supervisor considers his voice equal in the decision process. The key to a successful join is when the supervisor truly builds consensus around a decision and is willing to keep her influence equal to that of the others providing input.
This is the style of communication in which we have the full knowledge about theobjective so that we could transfer it to the audience effectively. In this style,basically a major part of the communication is done by the communicator.
As the communicator speaks 90-95% and 5-10% is the audience’s participation. Thisstyle is generally used in the report writing to one’s higher authority or for deliveryof a lecture or for any kind of presentation. So in all cases of lecturer or presenter or the employee, they all must have enough knowledge to transfer to theaudience or students. So that their communication would become
Sell: the supervisor makes the decision and then attempts to gain commitment from staff by selling the positive aspects of the decision. Sell is useful when employee commitment is needed, but the decision is not open to employee influence.
Consult: the supervisor invites input into a decision while retaining authority to make the final decision herself. The key to a successful consultation is to inform employees, on the front end of the discussion, that their input is needed, but that the supervisor is retaining the authority to make the final decision. This is the level of involvement that can create employee dissatisfaction most readily when this is not clear to the people providing input.
Join: the supervisor invites employees to make the decision with the supervisor. The supervisor considers his voice equal in the decision process. The key to a successful join is when the supervisor truly builds consensus around a decision and is willing to keep her influence equal to that of the others providing input.
This is the style of communication in which we have the full knowledge about theobjective so that we could transfer it to the audience effectively. In this style,basically a major part of the communication is done by the communicator.
As the communicator speaks 90-95% and 5-10% is the audience’s participation. Thisstyle is generally used in the report writing to one’s higher authority or for deliveryof a lecture or for any kind of presentation. So in all cases of lecturer or presenter or the employee, they all must have enough knowledge to transfer to theaudience or students. So that their communication would become