Examine “Self-Assessment 4.2: Listening Styles Profile”

Discussion instructions:

The student will complete 4 Discussions in this course. The student will post one thread of at least 500–600 words by 11:59 p.m. (ET) on Thursday of the assigned Module: Week. The student must then post 2 replies of at least 250–300 words by 11:59 p.m. (ET) on Sunday of the assigned Module/Week. For each thread, students must support their assertions with at least 1 scholarly citation, 1 reference to the textbook, and at least 1 reference to Scripture in APA format. Each reply must incorporate at least 1 scholarly citation, 1 reference to the textbook, and at least 1 reference to Scripture in APA format. Any sources cited must have been published within the last five years. Acceptable sources include the textbook, the Bible, or scholarly journal articles.

Disc 2

Examine “Self-Assessment 4.2: Listening Styles Profile” on page 103 of the Johnson (2019) text. What does your listening style profile suggest about your listening habits and how they might hurt or help your relationships with other organizational members? Identify some skills you need to develop to become a more effective listener. Highlight at least 2 passages of Scripture that might be beneficial to you as you work toward developing listening and communication skills.

 Scoring Add up your scores for each of the four listening styles to identify your listening profile.

People-Oriented Listener –Score 16

Action-Oriented Listener –Score 4

Content-Oriented Listener — Score 8

Time-Oriented Listener –Score 4

You might have discovered that self-disclosure can backfire. Sharing too much personal information (or disclosing sensitive information too soon) makes others uncomfortable. Conversely, not sharing enough can also be problematic. Others expect that disclosure will be reciprocated. Failure to share when the other party is vulnerable breaks trust and raises the fear that one person will use the personal information against the other. Management experts Lisa Rosh and Lynn Offerman identify five types of executives who engage in inappropriate self-disclosure. While they gear their description to leaders, the same types can be found at all levels of the organizations.17 Oblivious disclosures have an unrealistic view of themselves and thus reveal information that appears insincere. For example: the highly task oriented leader who shares stories about how much she cares about others. Bumblers have greater self-understanding but don’t realize how they come across to others. They can’t decipher body language or facial expressions and their disclosures are out of place. For example: the colleague who tells a humorous personal story when the office is coping with a series of lay-offs. Open books never shut up. In sharing too much they break trust. For example: the new employee who talks about his divorce the first day of work; the newly appointed leader who describes her failure on the last project. Inscrutable disclosures rarely share anything about themselves at work. They appear remote and inaccessible and have trouble establishing long-term relationships. For example: the CEO who tries to inspire through statistics rather than through personal experiences. Social engineers try to encourage disclosure in others but don’t disclose themselves. Because they fail to model self-disclosure, they rely on others to do so. For example: the manager who hosts an annual teamwork retreat while keeping his thoughts and experiences to himself the rest of the year. Self-disclosure experts make the following suggestions for revealing information about the self.18 These suggestions not only help foster I-Thou dialogue, they are critical for improving technical dialogue as well. Self-disclosure reveals what each party wants to accomplish when collaborating, identifies past experiences that apply to a current project, prompts additional effort, and so on. Make it relevant. Information should be related to the topic and task at hand. Consider the likely the impact of the disclosure. Will it make the other person uncomfortable? Will it foster dialogue and strengthen the relationship? Make it gradual. Increase the breadth (the number of topics covered) and depth (the significance of the information) as the relationship develops. Look for reciprocity. Continue to share only if the other party responds in kind. Understand the context. Be sensitive to the disclosure patterns of your organization. (Is it okay to talk about problems with children, for example? Do people talk about their interests outside of work?) Keep in mind the cultural context as well. Members of individualistic societies like the United States expect to share more personal information than employees from collectivist societies

Johnson, Craig E.. Organizational Ethics (p. 104). SAGE Publications. Kindle Edition.