The program of research reported here was concerned with what makes difficult face-to-face communication in work settings difficult. A framework for analysing this problem was developed by bringing together the disparate literatures of communications theory and cognitive appraisal theory. The framework identified the outcome of an instance of face-to-face communication at work as a function of features of the situation, the appraisal that the worker makes in the situation, and the response strategies selected for dealing with the situation. The research program was directed to operationalising these constructs and studying their interrelationship. The first two studies reported in the thesis (Studies 1 and 2) revealed the types of communication encounters that are most difficult to manage at work, and offered insight into why these situations are difficult. Qualitative and quantitative data were gathered and the quantitative data analysed using multidimensional scaling techniques. The results provided a taxonomy of difficult communication situations in the workplace. The next two studies (Studies 3 and 4) focused on the development of measures of primary and secondary appraisal, and on a taxonomy of response strategies applicable to work settings. A new measure of primary appraisal was developed from qualitative data pertaining specifically to the domain of difficult communication contexts. Principal components analysis was used in the development of the response strategies instrument. Study 5, the final study, reported the results of the application of cognitive appraisal theory to the context of difficult communication at work. In this study, the theory was applied to four difficult communication situations identified in Study 1, and the relationships among appraisal, response strategy, and outcome were investigated using principal components analysis and, subsequently, hierarchical regression analysis. The results indicated that, as the appraisal of the context varies, so too does the choice of response strategy, lending support to the transactional model. Appraisal contributes significantly to response strategy choice and to the outcome of the situation over and above that offered by response strategies alone. In addition, the findings revealed that appraisal of the situation differ across situations and according to the status of the other person in the encounter. The findings of the series of studies reported here point to the value of viewing difficult communication situations in the workplace in terms of the interrelated constructs of situations, appraisals, strategies rather than, as more commonly, in terms of characteristics of ‘difficult’ persons. Some situations are inherently more difficult than others, appraisals alter the difficulty level of situations, and the availability of response strategies influence outcome. Appraisal is, however, a construct of central importance, in much the same way it is in the research context from which it was appropriated, viz stress research. Appraisal contributes significantly to choice of response strategy and directly to outcome over an above the contribution of response strategy. The research program was not without its shortcomings, among them the reliance on retrospective reports of participants about their behaviour, and these need to be addressed in future research. The findings as they stand do, however, point to more useful ways of conceptualising difficult situations at work and devising methods of intervention that will ensure better outcomes, in a significant area of life in the modern workplace.
| Identifer | oai:union.ndltd.org:ADTP/195573 |
| Date | January 2003 |
| Creators | Whicker, Leanne, n/a |
| Publisher | Griffith University. School of Applied Psychology |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | http://www.gu.edu.au/disclaimer.html), Copyright Leanne Whicker |
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