Re-Making Communication at Work [electronic resource] /
Sostrin, J.author.
Almost 400 years ago philosophers John Locke and David Hume implicitly defined communication as a tool for the transmission of pure ideas, stating that the ideas themselves are what matter, not the way in which they are expressed and exchanged. Now known as the transmission model, this form of communication is still the foundation for academic courses in communication theory and practice, and is embedded in most business literature and education that address subjects related to workplace communication, organization behavior and culture, leadership, and conflict resolution. But what if this accepted model of communication was incomplete? Re-Making Communication at Work argues that the transmission model of communication needs to be replaced by a new approach to communication. Sostrin challenges the status quo by exposing the most common myths that inaccurately define successful communication at work. These misperceptions are replaced by a set of core principles that deliver a clear mandate for re-making communication at work. Sostrin not only provides the theoretical foundation for this new approach, but he uses a straightforward model and exercises that demonstrate how managers, students, and consultants can powerfully improve relationships, decision-making, and collaboration with a few lines and circles.
Description based upon print version of record.
Cover; Half-Title; Title; Copyright; Dedication; Contents; List of Figures and Tables; Acknowledgments; Preface; Introduction: Forget Everything You Learned About Communication at Work; Part I A New Approach to Communication at Work; 1 Old Myths and New Principles for Re-Making Communication at Work; 2 Taking a Communication Perspective at Work; 3 Where Communication Counts Most in the Changing World of Work; 4 Re-Making Communication: The Competitive Advantage of the Twenty-First Century; 5 Applying Part I to the Real World of Work
Part II Knowledge Guide for Re-Making Patterns of Communication at Work6 Communication Chemistry: What Makes Patterns; 7 Communication Physics: What Holds Patterns Together; 8 Communication Design: Deconstructing and Re-Making Patterns; 9 Learning to See Patterns, Episodes, and Turns in Communication; 10 Identifying High-Priority Patterns; 11 Applying Part II to the Real World of Work; Part III Practice Guide for Re-Making Patterns of Communication at Work; 12 Introduction to the Practice of Re-Making Communication at Work; 13 Single-Step Practices for Re-Making Communication at Work
14 M-A-I-D: A Guide for Re-Making Patterns of Communication and Interaction15 Applying Part III to the Real World of Work; Part IV Creating Big Change by Starting Small; 16 Where to Begin: Individual, Team, and Organizational Starting Lines; 17 How to Accelerate Your Progress: Guided Coaching for the Essentials; 18 Re-Making Leadership and Organizational Culture with Communication; 19 Sharing the Book's Lessons with the "Hard-to-Reach"; 20 Applying Part IV to the Real World of Work; Appendix 1: Blank Worksheets for Re-Making Communication at Work; Appendix 2: Pattern Profiles; Notes
BibliographyIndex
Includes bibliographical references (pages 261-263) and index.
Almost 400 years ago philosophers John Locke and David Hume implicitly defined communication as a tool for the transmission of pure ideas, stating that the ideas themselves are what matter, not the way in which they are expressed and exchanged. Now known as the transmission model, this form of communication is still the foundation for academic courses in communication theory and practice, and is embedded in most business literature and education that address subjects related to workplace communication, organization behavior and culture, leadership, and conflict resolution. But what if this accepted model of communication was incomplete? Re-Making Communication at Work argues that the transmission model of communication needs to be replaced by a new approach to communication. Sostrin challenges the status quo by exposing the most common myths that inaccurately define successful communication at work. These misperceptions are replaced by a set of core principles that deliver a clear mandate for re-making communication at work. Sostrin not only provides the theoretical foundation for this new approach, but he uses a straightforward model and exercises that demonstrate how managers, students, and consultants can powerfully improve relationships, decision-making, and collaboration with a few lines and circles.
Management information systems.
Knowledge management.
Marketing.
Public relations.
Management.
Industrial management.
Office management.
Business Information Systems.
Knowledge Management.
Marketing.
Corporate Communication/Public Relations.
Innovation/Technology Management.
Office Management.