Introduction

Effective safety communication is the cornerstone of a healthy organizational safety culture. As Geller (2005) points out, "…the status of safety in your organization is largely determined by how safety is talked about, from the boardroom to the breakroom" (p. 117). The current paper addresses how various communication patterns impact safety communication and provides guidelines to foster Empathic communication to improve organizational culture and performance.

Understanding the Dominant, Passive, Passive-Aggressive, and Empathic Communication Patterns

There are a number of causes of poor communication, some of which include:

  • Lack of information or knowledge

  • Not clearly explaining goals and priorities

  • Not listening, Failing to ask questions when something is unclear

  • Preconceived ideas/close mindedness

  • Jumping to conclusions

  • Not understanding others' needs

  • Losing patience and allowing discussions to become heated

  • Time pressure

  • Failure to explore all options

  • Poor communication patterns

The final item, poor communication patterns, may be the most challenging communication obstacle to overcome. Our communication patterns are shaped by cultural variables, personality traits and states, environmental conditions and many other factors. Unfortunately, we may learn maladaptive styles of communication that hinder personal and/or organizational effectiveness.

For purposes of this paper, communication patterns will be categorized into four categories, including:

  • Dominant Style

  • Passive Style

  • Passive-Aggressive Style

  • Empathic Style

This categorization may be a useful heuristic for understanding and improving our communication patterns. Using this breakdown, the Empathic style is set up as the optimal style of communication. The other three styles are considered ineffective (in most situations). Common beliefs, behaviors, and effects on others are shown for each communication style.

Dominant Communication Style

The Dominant communication style is characterized by overbearing, inconsiderate verbal behavior. Common beliefs of the Dominant communicator include: "Others should think the way I do," "I am seldom if ever wrong," "My opinions supercede yours," and "People who disagree with me are either disloyal or misinformed." These beliefs often lead to the following negative behavioral tendencies:

  • Publicly criticizes others (e.g., "You know you're supposed wear a hard hat. The rest of us are.")

  • Blames others when problems arise

  • Tends to act bossy and negative

  • Frequently bullies others (e.g., "I told you to quit speeding on that forktruck! I'm not going to tell you again!")

  • Uses verbally aggressive and threatening language

  • Fails to show appreciation for others' accomplishments

  • Frequently interrupts others and finishes others' sentences

  • Dismisses new ideas without hearing the rationale first

The negative effects that the Dominant communicator has on others include:

  • Provoking fear, counter-control, and alienation

  • Fostering resistance, defiance, sabotaging, striking back, forming alliances, lying, and covering-up behaviors

  • Damaging corporate culture and morale

  • Hindering optimal organizational performance

Keywords:
communication, communicator, communication style, passive-aggressive communication style, morale, passive communicator, organizational culture, email, negative effect, communication pattern
Subjects:
Safety
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2006. American Society of Safety Engineers
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