A520.3.5.RB - Supportive Communication

Supportive communication is a vital component of any organization who wants to be successful.  It is easy to be supportive in positive situations; however, it is much more difficult to exhibit supportive communication when the information has a negative connotation. Supportive communication “allows you to communicate information to others that is not complimentary, or to resolve an uncomfortable issue with another person but, in the process, strengthen your relationship” (Whetten & Cameron, 2011, p. 243).  Challenging situations are inevitable in the workplace and life in general, which is why it is important to conduct supportive communication when these situations arise.  Supportive communication encapsulates eight attributes, which make a connection of what to do and what not to do when using it.  For example, one of the attributes describes being problem-oriented as opposed to person-oriented.  In this case, “focus on problems and issues that can be changed rather than people and their characteristics” (Whetten & Cameron, 2011, p. 243).  Other attributes involve being congruent, descriptive, validating, specific, conjunctive, responsible, and a supportive listener (2011).  I can use these attributes in my current position when dealing with my internal and external customers to increase supportive communication. 

Congruence is effectively communicating what you are feeling and thinking. Relationships and communication based on congruence are conducted in an intentional and honest manner.  This  is important because my customers may be confused if my communication is different than what I am really feeling.  Additionally, evaluative communication should be avoided because it can make individuals feel like they are being attacked and may cause them to become defensive.  However, this can be avoided through descriptive communication, an effective tool in providing an objective description in which I can focus on behavior, reaction, and solutions (2011).   Validating my customers is beneficial because if I use this attribute, individuals would feel “recognized, understood, accepted, and valued” (Whetten & Cameron, 2011, p. 251).  Furthermore, integrating respectful, flexible, and two-way communication will only foster supportive relationships.  I can also increase supportive communication through specific statements “because they identify something that can be easily understood and acted upon” (Whetten & Cameron, 2011, p. 253).  Providing my customers with specific statements will help them better understand what I may need them to complete or improve in some cases.  Another important attribute to use is being responsible for my statements, otherwise known as owning communication.  It is vital to take responsibility for my ideas because it shows I have confidence, am willing to help, and am invested.  

Using supportive communication and incorporating its attributes can give an organization incredible value.  My organization consists of medical center employees and operating at optimal performance can possibly be the difference in life or death.  There are clinical and non-clinical roles, however each position plays an important part in the success of the organization.  Incorporating supportive communication and its attributes can only lead to positive results.  For example, research has shown that “organizations fostering supportive interpersonal relationships enjoy higher productivity, faster problem solving, higher quality outputs, and fewer conflicts and subversive activities” (Whetten & Cameron, 2011, p. 244).  Supervisors in my organization also need to understand the importance of their coaching and counseling roles and recognize when each role should be used.  More specifically, supervisors must use a coaching role to help improve abilities, whereas they use a counseling role to develop attitudes (2011).  It is important for supervisors to be able to “differentiate between coaching situations, which require giving advice and direction to help foster behavior change, and counseling situations, in which understanding and problem recognition are the desired outcomes” (Whetten & Cameron, 2011, p. 265).  An organization possessing employees with strong supportive communication skills will certainly reap the rewards.  However, an organization lacking these skills could face defensive and disconfirmed employees.    

Reference:

Whetten, D. A., & Cameron, K. S. (2011).  Developing Management Skills (8^th ed.)  Upper Saddle River, NJ:  Prentice Hall.