Re-Making Communication at Work

Re-Making Communication at Work argues that the transmission model of communication needs to be replaced by a new approach to communication. 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 Front Matter....Pages i-xix Introduction: Forget Everything You Learned About Communication at Work....Pages 1-20 Front Matter....Pages 21-21 Old Myths and New Principles for Re-Making Communication at Work....Pages 23-38 Taking a Communication Perspective at Work....Pages 39-50 Where Communication Counts Most in the Changing World of Work....Pages 51-59 Re-Making Communication: The Competitive Advantage of the Twenty-First Century....Pages 61-64 Applying Part I to the Real World of Work....Pages 65-68 Front Matter....Pages 69-69 Communication Chemistry: What Makes Patterns....Pages 71-79 Communication Physics: What Holds Patterns Together....Pages 81-87 Communication Design: Deconstructing and Re-Making Patterns....Pages 89-94 Learning to See Patterns, Episodes, and Turns in Communication....Pages 95-106 Identifying High-Priority Patterns....Pages 107-118 Applying Part II to the Real World of Work....Pages 119-127 Front Matter....Pages 129-129 Introduction to the Practice of Re-Making Communication at Work....Pages 131-137 Single-Step Practices for Re-Making Communication at Work....Pages 139-156 M-A-I-D: A Guide for Re-Making Patterns of Communication and Interaction....Pages 157-186 Applying Part III to the Real World of Work....Pages 187-189 Front Matter....Pages 191-191 Where to Begin: Individual, Team, and Organizational Starting Lines....Pages 193-202 How to Accelerate Your Progress: Guided Coaching for the Essentials....Pages 203-218 Re-Making Leadership and Organizational Culture with Communication....Pages 219-230 Sharing the Book’s Lessons with the “Hard-to-Reach”....Pages 231-235 Front Matter....Pages 191-191 Applying Part IV to the Real World of Work....Pages 237-238 Back Matter....Pages 239-269 "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 students, individual contributors, managers, and leaders can improve relationships, decision-making, collaboration, and performance within their organizations."--Back cover