Achieving a

Total Safety Culture Series TM

TM

Advanced Communication Skills for Safety

BSN 2007

Safety Performance Solutions

www.safetyperformance.com
(540) 951-1032
Jowilli7@aol.com
 An Ideal Organizational Culture
Requires Effective Communication.
“…the status of safety in your
organization is largely determined
by how safety is talked about, from
the boardroom to the breakroom”
(p. 117).

E. S. Geller (2005) People-Based Safety: The Source

(2005, p. 117)

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 The Workshop is Divided
Into Two Parts.
¾ Part 1- Understanding the Dominant, Passive, Passive-
Aggressive, and Empathic Communication Patterns.
¾ Part 2- Learning techniques to improve communication
skills to become empathic communicators.

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Part 1- Understanding the Dominant, Passive,
Passive-Aggressive, and Empathic
Communication Patterns.
 Exercise: Defining Key
Communication Skills
Directions: Please spend 3-5 minutes considering the most important
aspects of communication, including ways to deliver and receive
feedback. Please write down your answers in the spaces below and
be prepared to report out your answers.
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
______________________________________________________
_____________________________________________________

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 5

 There are Various
Communication Patterns.
1. Dominant
2. Passive
3. Passive-Aggressive
4. Empathic
The empathic communication pattern is most effective.
Other patterns are ineffective and can damage
organizational culture.
© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 6
1.We Need to Identify Dominant
Communication Patterns.
 Dominant Communicators Have
Certain Beliefs.
¾ “Others should think the way I do.”
¾ “I am seldom if ever wrong.”
¾ “My opinions supercede yours.”
¾ “People who disagree with me are either
disloyal or misinformed.”

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 Dominant Communicators Exhibit
Certain Behaviors.
¾ Publicly criticizes others.
(“You know you’re supposed wear a hard hat. The rest of us are.”)

¾ Quick to blame others when problems arise.

¾ Tends to act bossy and negative.
¾ Frequently bullies others.
(“I told you to quit speeding on that forktruck! I’m not going to tell you again!”)

¾ Uses verbally aggressive and threatening language.

¾ Fails to show appreciation for others’ accomplishments.
¾ Frequently interrupts others, finishes others’ sentences.
¾ Dismisses new ideas without hearing the rationale first.
© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 9
Here Are Some Verbal and Non-Verbal
Cues of Dominant Communicators.
Verbal Cues Non-Verbal Cues
¾ “Because I said so.” ¾ Glares at others.

¾ “You must, never, always…” ¾ Frowns and shakes head.

¾ “If you were a team player you ¾ Maintains a rigid posture.

would understand.”
¾ Speaks too loudly and/or
¾ “Don’t ask why, just do it.” quickly.

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 Dominant Communicators Have
Negative Effects on Other Employees.
¾ Provokes fear, counter-control, and alienation.

¾ Fosters resistance, defiance, sabotaging, striking back,

forming alliances, lying, and covering-up behaviors.
¾ Damages corporate culture and morale.

¾ Hinders optimal organizational performance.

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 11

2. We Need to Identify Passive
Communication Patterns.
 Passive Communicators Have
Certain Beliefs.
¾ “Don't express your true feelings.”

¾ “Don't make waves.”

¾ “Don't disagree with others.”

¾ “Others’ opinions are more important than

mine.”

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 13

 Passive Communicators Exhibit
Certain Behaviors.
¾ Typically remains quiet, even when being treated unfairly.
¾ Asks permission unnecessarily.
¾ Frequently complains instead of taking action.
(“They never give us time to do these safety audits.”)

¾ Allows others to make choices for them when it is unnecessary.

¾ Spends too much time avoiding conflict.
¾ Tends to be overly self-critical.
¾ Overly agreeable. No real point of view is expressed.

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 14

Here Are Some Verbal and Non-Verbal
Cues of Passive Communicators.
Verbal Cues Non-Verbal Cues
¾ “This is probably wrong, but...” ¾ Fidgets.

¾ “You should do it instead of ¾ Nods head too often, may be

me.” seen as “kissing up.”
¾ “You have more experience ¾ Shows little facial animation,
than I do.” sighs a lot.
¾ “I don’t know if I can do this.” ¾ Slumped posture.

¾ Speaks too softly.

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 15

 Passive Communications Have
Negative Effects on Others.
¾ Others “don’t know where they stand” with the passive
communicator. This leads to frustration and mistrust.
¾ Leadership credibility is undermined because the passive
communicator is seen as weak and ineffective.
¾ Hinders open communication. People may become overly
concerned with how comments are perceived or
interpreted.

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 16

 3. We Need to Identify Passive-
Aggressive Communication Patterns.
 Passive-Aggressive Communicators
Have Certain Beliefs.
¾ “When you have an issue with someone, it is better to go
behind their back to deal with it.”
¾ “When you disagree with someone, it is best to keep it to
yourself or tell other people at a later time.”
¾ “Get back at others if they cross you, even if it takes a
while.”
¾ “Build coalitions against others instead of dealing with
people directly and honestly.”

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 18

 Passive-Aggressive Communicators
Exhibit Certain Behaviors.
¾ Appears to agree with others when they really don’t.
¾ Expresses concerns about an individual to other people
instead of that individual him/herself.
(“That new guy never wears his PPE.”)
¾ Makes sarcastic remarks and takes subtle digs at others.
¾ May send harsh messages via email and copy others on
those emails.
¾ Holds grudges and values “getting even.”

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 19

 Passive-Aggressive Communicators
Exhibit Certain Behaviors (cont.).
¾ Sabotages people behind their backs.
¾ Withholds assistance to others.
¾ May give others “the silent treatment.”
¾ Criticizes after the fact.

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 20

Here Are Some Verbal and Non-Verbal Cues of
Passive-Aggressive Communicators.

Verbal Cues Non-Verbal Cues

¾ “I knew that wouldn’t work.” ¾ Avoids eye contact.
¾ “If that’s the way you want it.” ¾ Remains silent when angry (for
¾ “After everything I’ve done for the moment).
you...”
¾ Appears withdrawn.
¾ “When was the last time you
helped me?”
¾ “The problem with (insert name
here) is…”

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 21

 Passive-Aggressive Communicators
Have Negative Effects on Others.
¾ Increased factions, favoritism, and “back-stabbing.”
¾ Increased gossip.
¾ Low interpersonal trust.
¾ Diminished job performance.
¾ Increased uncertainty and job dissatisfaction leading to
low morale on the job and at home.
These effects can often result in high turnover rates.

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 22

4. We Need to Identify Empathic
Communication Patterns.
 Empathic Communicators Have
Certain Beliefs.
¾ “Personal opinions and the opinions of others are
important.”
¾ “The process of coming to a decision (not just the
decision itself) is important.”
¾ “Getting input from others boosts morale and generally
leads to better decision making.”

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 24

Empathic Communicators Exhibit Certain
Behaviors that we ALL Should Use.
¾ Communicates using choices instead of demands.

¾ Tends to be proactive, assertive, and action-oriented.

¾ Tends to be realistic in expectations.

¾ Communicates in a direct, honest manner.

— SINCERITY is key!

¾ Works to achieve goals without compromising others.

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 25

Here Are Some Verbal and Non-Verbal Cues of
Empathic Communicators We ALL Should Use.

Verbal Cues Non-Verbal Cues

¾ Exhibits open, natural
¾ “I choose to…”
gestures.
¾ “Let’s discuss this issue.” ¾ Demonstrates attentiveness
with appropriate facial
¾ “What alternatives do we expressions.
have?” ¾ Maintains direct eye contact.
¾ “What do you think?” ¾ Exhibits a confident and
relaxed posture.
¾ Demonstrates appropriate
vocal volume and tone.

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 26

 Empathic Communicators Have
Positive Effects on Others.
¾ Increased motivation to achieve and “go beyond the call of
duty” for the organization.
¾ Improved sense of appreciation and respect.

¾ Increased levels of trust, respect, honesty, and openness.

¾ Enhanced organizational culture, morale, and

performance.

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 27

 Can You Identify the
Communication Patterns of
These Famous People?
 Bobby Knight?

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 29

 Woody Allen?

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 30

 Oprah?

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 31

 E. Scott Geller?

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 32

 Exercise: Improving Your Empathic
Communication Skills
DIRECTIONS: Identify current weaknesses in your communication pattern. Based
on these weaknesses list 5 strategies you need to implement in order to improve.
Current Weaknesses

Improvement Strategies

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 33

Part 2- Techniques to Improve Empathic Communication

¾ Improving Non-Verbal Communication and Body Language.

¾ Improving Verbal Communication.
¾ Improving Verbal Communication for Safety: Rewarding and
Corrective Feedback.
 A. Most of the Message We Send To Others Is
Through Body Language and Vocal Patterns (Voice).

7%

Body Language
Voice
38% 55% Words

- Albert Mehrabian

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 Emotional Messages Are Conveyed Through
Body Language and Facial Expressions.

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 Emotional Messages Are Conveyed Through
Body Language and Facial Expressions (cont.).

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 Emotional Messages Are Conveyed Through
Body Language and Facial Expressions (cont.).

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 38

 Emotional Messages Are Conveyed Through
Body Language and Facial Expressions (cont.).

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 39

Follow These Guidelines to Improve Body
Language and Vocal Patterns.
Body Language Vocal Patterns
¾ Smile sincerely. ¾ Watch vocal volume.
— Loud volume reflects aggression.
¾ Don’t fidget. — Soft volume reflects weakness.

¾ Avoid slouching or maintaining ¾ Watch pace of speaking.

an overly erect posture. ¾ Maintain appropriate vocal tone.
— High pitched vocal tone reflects
¾ Maintain eye-contact and nod tension or anger.
head periodically to show the — Lower pitches increase credibility.
speaker you understand ¾ Speak in a firm, clear, and pleasant
his/her points. tone.

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 Follow These Guidelines to Improve
Verbal Communication.
¾ Be assertive, confident, and action oriented.
— Express opinions directly and honestly.
— Communicate with choices instead of demands.

¾ Show respect for others’ opinions.

— Listen carefully. Thank others for their input.
— Solicit opinions and ideas from others when making decisions.
— Don’t ignore or verbally attack others with different opinions.

¾ Invite others to join conversations, especially in meetings.

— Reach out to people being excluded from conversation.
— When an idea is dropped without acknowledgement, bring the idea up again to
discuss and reach closure.
© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 41
 Follow These Guidelines to Improve
Verbal Communication (cont.).
¾ Confront problems as soon as they occur.
— Address the person directly, not others. Treat that person like family.
— Don’t let negative feelings build up.

¾ Share information about yourself.

— Sincere disclosures about one’s self engenders trust and liking.
— Ensure that self-disclosures are appropriate and professional.

¾ Ask others about themselves and how they are doing.

— Spend more time getting to know others.
— Actively caring about others increases trust, liking, respect and morale.

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 42

 Follow These Guidelines to Improve
Verbal Communication (cont.).
¾ Use stories when appropriate to convey positions or establish rapport.
(“The same thing happened to me once, …”)
¾ Use appropriate, tasteful humor.
(Sarcasm, ridicule, and off-color jokes are not appropriate.)
¾ Speak constructively and positively.
(Avoid complaining, whining, and venting.)
¾ Request feedback after sharing ideas and opinions.
— “What do you think?”
— “Do you agree with that?”

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Effective Listeners Use Their “EARS.”

E- Explore by asking questions.

A- Affirm to show you’re listening.
R- Reflect your understanding.
S- Silence. Listen some more.
Clinical Psychologists use Rogerian Therapy to actively listen.
- From Cole (2002)
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 Here are Guidelines for Communicating with
Difficult People.

¾ Don’t take it personally.

¾ Keep your cool.

¾ Exchange information not emotion.

¾ Let them know you understand the message but don’t

appreciate the delivery.
¾ Don’t lose sleep over it. They don’t suffer when you are
upset, you do.

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 45

 Follow These Guidelines When
Communicating Through Email.
¾ Use verbal feedback, not email, for sensitive issues and/or
performance feedback.
¾ Keep the language constructive and focused on problem solving.
¾ Be as concise and direct as possible.
¾ Watch for spelling errors which might detract from the message being
sent.
¾ Avoiding bombarding people with an excessive number of emails at a
given time (especially in companies with slow servers).
¾ Respond to emails as quickly as possible.

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 46

 Follow These Guidelines When
Communicating Via Telephone.
¾ Answer the phone with a warm, professional greeting.
¾ Be patient and don’t interrupt.
(This is difficult because facial and body cues are unavailable over the phone.)
¾ Paraphrase long comments to ensure that both parties are on the
same page.
¾ During conference calls, address your comments to all parties.
(Use people’s names during conference calls to engage them in the discussion.)
¾ When leaving voice mail, be direct and succinct. Leave your name,
reason for the call, and contact information.
(Rambling messages decrease credibility.)
¾ Respond to voice mail quickly.
© 2004 Safety Performance Solutions, Inc. (EVIT 10.03) 47
 Guidelines for Giving and Receiving
Corrective Feedback for Safety Behaviors.
Giving Corrective Feedback Receiving Corrective Feedback
¾ Be friendly, positive, and ¾ Actively listen. Be open minded
respectful. and objective, not defensive.
— Acknowledge others’ skills and
experience. ¾ Clarify the future desired
behavior with the speaker.
— Keep the focus on behaviors.
¾ Accept feedback without
¾ Ask questions to facilitate
discussion. resentment.

¾ Clearly specify the future, ¾ Thank the person for providing

alternative desired behavior(s). feedback.

Don’t forget PRAISE! 48

© 2004 Safety Performance Solutions, Inc. (EVIT 10.03)
 Communication Problems: Here are Actual
Responses from Airline Mechanics to Pilots’
Reported Problems.
¾ Pilot: Left inside main tire almost needs replacement.
¾ Mechanic: Almost replaced left inside main tire.
¾ Pilot: Test flight OK, except auto land very rough.
¾ Mechanic: Auto land not installed on this aircraft.
¾ Pilot: Evidence of leak on right main landing gear.
¾ Mechanic: Evidence removed.
¾ Pilot: IFF inoperative.
¾ Mechanic: IFF always inoperative in OFF mode.

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 Here Are Some Famous Last Words.
¾ “The absence of praise is often taken as criticism.”

¾ “Keep your words soft and sweet in case you have to eat
them later.”
¾ “A diplomat is one who thinks twice before not speaking.”

¾ “The only people who listen to both sides of an argument

are the neighbors.”

– From Cole (2002)

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