Community of Certified Practitioners Newsletter

Touching Lives & Transforming Organizations

Behavioral research shows that people approach listening with different purposes and with different motivations related to that purpose. The Personal Listening Profile helps people discover their preferred or most natural approach to listening as they gain insight into the different listening approaches of others. The Personal Listening Profile identifies five listening approaches:

* Appreciative

* Empathic

* Comprehensive

* Discerning

* Evaluative

 

Adopt an Appropriate Listening Approach
The Personal Listening Profile also helps people see that their preferred listening approach may not be appropriate to every situation. They learn when and how to adopt another listening approach for more successful communication. It outlines three primary factors to consider in choosing the listening approach appropriate to the situation: Purpose, Motivation, and Behavioral Indicators.

 

CASE STUDIES

 

Scenario 1: Speaking to Audience Preferences

Researchers in a major financial research institution were highly educated career employees with backgrounds in finance, economics, and mathematics.  They knew their material well but appeared to have difficulty in adapting their presentations to the needs of the audience.  Some overwhelmed people with data overload while others failed to provide sufficient information.  Impromptu questions threw some off track, and once off the prepared material, they became flustered and did not know where to take the presentation.

 

Had this ever happened to you or someone you know?  How can we be more adaptive in our presentations?*

 

Scenario 2:  Communication and Listening

Poor communication does not always result in open conflict or passive-aggressive behavior.  There were no loud arguments or seething hostility on display.  Sometimes, people honestly want to understand one another and work together, but they flounder and end up feeling defeated.

 

How can you identify the subtle clues of discontent?

 

In a particular mental health services agency, employees generally got along, but they rarely collaborated and did not really trust one another.  Most felt that they were never listened to or involved in dialogue; and nobody knew what the other person was doing. 

 

Furthermore, employees were dissatisfied with their jobs and unclear about their responsibilities.  This lack of clarify also extended to management.  The agency’s leaders had no idea how to manage people.  This poor leadership translated into unclear expectations and an inarticulate set of organizational values.

 

What can be done in this situation?*

 

*To find out the answers, join us at our COCP meeting on 5 Nov!

Issue 02/07, October 2007

OTi Partners

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