Highlights
Case Study
Steven got on really well with his colleagues - until he was promoted. As the Head of the Sales Department, I was really happy for him and felt that he deserved the opportunity to grow in the business. Most of the employees in my department applied for the position, but in the end, after the interviews, he was selected as the new Sales Manager.
The other candidates did not take the news that well. They believed that he wasnt the right person for the job. They would often stand around in small groups discussing Steven. Although I could not hear what they were saying, the tone of their voices did not reflect a positive attitude.
On a couple of occasions, I heard Steven mutter comments such as Who does he think he talking to? when I was allocating tasks to him. I started feeling that he was undermining my position with the other members of the team. The situation finally came to a head during a team meeting. Steven was casually chatting to the person sitting next to him. His loud laughter and comments made it impossible to ignore the disruption he was causing.
I had just welcomed all the members of the Committee and I was reading the minutes of the meeting. At that point in time, I decided that I had had enough of Steven behaviour and in a sharp and cutting tone instructed him to pay attention, be respectful and stop acting like a child. I was so angry that I could hardly breathe and struggled to continue with the meeting. Afterwards, I realised that a coaching session with Steven was needed to clear the air.
1. Would you classify the meeting where Steven portrayed disruptive behaviour as direct or indirect communication? Motivate your observation
2. Would you say this was the correct form of communication for the audience? Please motivate your answer.
3. Would you say the message was implicit (implied) or explicit (stated clearly)? (You do not have to provide a reason.)
4. Prepare a questionnaire, using the 5 (five) types on questions, that can be used in an interview for a new receptionist.
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