In this chapter positive communication. What are some questions and activities t

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In this chapter positive communication. What are some questions and activities that can be used for a group discussion. Thanks

CHAPTER 4 Positive Communication Positive communication occurs in organizations when affirmative and supportive language replaces negative and critical language. The power of positive communication is illustrated in a study of 60 top-management teams who were engaged in annual strategic-planning, problem-solving, and budget-setting activities (Losada & Heaphy, 2004). The research investigated why some management teams performed better than others Teams of senior managers who worked together on a regular basis were categorized as high, medium, or low performing based on three measures of perfor- mance in their organizations: profitability, customer satisfaction, and 360degree evaluations of the managers comprising the teams. Of the 60 teams, 15 were rated as high, 26 as medium, and 19 as low in their performance. To explain differences among the teams, the communication patterns of team members were carefully monitored during the workday and categorized by trained raters who were unaware of the performance level of the teams. Four communication categories were used: the ratio of positive to negative comments, the ratio of inquiry to advocacy comments, the ratio of a focus on others compared to a focus on self, and a measure of connectivity, or the amount of interaction, engagement, and information exchanged in the team The single most important factor in predicting organizational performance-which was more than twice

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In this chapter positive communication. What are some questions and activities that can be used for a group discussion. Thanks

CHAPTER 4 Positive Communication Positive communication occurs in organizations when affirmative and supportive language replaces negative and critical language. The power of positive communication is illustrated in a study of 60 top-management teams who were engaged in annual strategic-planning, problem-solving, and budget-setting activities (Losada & Heaphy, 2004). The research investigated why some management teams performed better than others Teams of senior managers who worked together on a regular basis were categorized as high, medium, or low performing based on three measures of perfor- mance in their organizations: profitability, customer satisfaction, and 360degree evaluations of the managers comprising the teams. Of the 60 teams, 15 were rated as high, 26 as medium, and 19 as low in their performance. To explain differences among the teams, the communication patterns of team members were carefully monitored during the workday and categorized by trained raters who were unaware of the performance level of the teams. Four communication categories were used: the ratio of positive to negative comments, the ratio of inquiry to advocacy comments, the ratio of a focus on others compared to a focus on self, and a measure of connectivity, or the amount of interaction, engagement, and information exchanged in the team The single most important factor in predicting organizational performance-which was more than twice

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