A Transactional Communication Analysis- Can Managers Really Agree Ess

A Transactional Communication Analysis- Can Managers Really Agree? Introduction This paper provides my analysis of an oral presentation using the transactional model of communication. This model is most appropriate to my analysis, as this presentation seeks understanding and agreement of a mid-level management group. The goal of the transaction is to gain buy-in and support of a training program from mid-level managers. My role is to prepare and verbally present information to a small group of managers. My analysis focuses on the systems perspective of the three expanding spheres of the model to reach the goal- integral, strategic and tactical. My analysis is not a detail of all the elements of the spheres. It explains some of my thoughts, in preparing for the transaction, and approaches, which were important to reaching agreement. In my conclusion, I offer why I believe this transaction is, and how one can measure, that success. The Integral Sphere The integral sphere, status and input assumptions, changes most slowly. The culture of my organization lies in its past and current strengths. We excel in specialized services and expertise; however, this strength is our weakness. We have few that think in terms of systems and what is best in the organizational perspective. We lose business and continue to do so, because of labor costs. Our response to new business is using a team of people, rather than the one or a small few. Our customers desire people who are generalists, not specialists, who are knowledgeable in several areas. To meet our customer's needs and our business of tomorrow, we must retrain the existing workforce. The manager's focus today is not toward the future business of the organization, for they immerse themselves into the work processes of yore. There is an assumption, or known, in this sphere to overcome through the transaction. The program has total support of upper level management, the unions and all employees. All are aware of the program through a previous presentation. General acceptance is favorable to most of the employees. It is mid-level managers, however, who are most critical of the program. They refuse to see any value to their current customer needs; or, their workers. Mid-level managers foresee only an increase in their own workload and express concerns in losing employees from direct work to training. Thinking in the integral sphere alone does guarantee success in any communication. It is but one part of the system. To gain understanding and agreement, the needs of the strategic and tactical spheres use the status and input assumptions of this sphere. Preparation in all spheres is crucial for to reach agreement. In this case, I chose to direct my attention to the strategic sphere, which builds upon the integral sphere and provides input for my preparing for the tactical sphere. The Strategic Sphere The strategic sphere changes purpose and method through interpretation and feedback. Although I know in advance that I cannot predict the tactical sphere, I can prepare in advance for some possible events. The managers are aware and knowledgeable of the prior presentations. There are thoughts, biases and concerns of each manager to this program already known. I prepare scenarios and what-ifs, and provide possible responses for each of them. I also have intimate knowledge of tools and other products, unknown to the managers that should ease towards agreement. This is important in considering the purpose and method of the presentation towards the goal. In this case, the use of electronic slides supports advance strategic sphere planning in several ways. First, a minimum of slides and the use of graphics, minimizing text, evoke discussion. It focuses the attentions of the group, all that are visually oriented. Second, electronic media allows for linking to other information, if such a need arises. These slides use little material from the prior presentation noted in the integral sphere. It is likely that someone in the group will comment that the earlier presentation shows contrary information. Third, the purpose is no longer to sell a program, but to obtain the buy-in and agreement of a more focused group. The presentation and environment must stimulate communication, feedback and resolution. The previous presentation is of little benefit to this new one, as one-way communication was the purpose and focus. The pre-planning