PERSONALITY, TEMPERAMENT AND COMMUNICATION TRAITS (part 2)
by
Charles Lamson
Versatility (McCroskey & Richmond, 1996) or Flexibility (Martin & Rubin, 1994). The third element of sociocommunicative orientations and styles (continued from last post) has been studied under two different labels, versatility and flexibility, but represents essentially the same trait concept. Because all communication takes place in a given context, it is difficult, if not impossible, to identify communication behaviors that are appropriate and effective in all situations. The versatility/flexibility trait deals with one's ability to adapt, and one's ability to adapt one's communication behavior to the context, situation, and other person(s) involved in a communication event. Other terms that have been used to describe this kind of communicator include adaptable, rhetorically sensitive, and style-flexing. Communicators at the end of the continuum are described as rigid, dogmatic, uncompromising, and unyielding.
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The key elements of versatility/flexibility are knowing when to be assertive and when not to be, when to be responsive and not to be, when to be both assertive and responsive, and when to be neither. People who can master these elements are more able to adapt appropriately to the communication of a wide variety of other people. People with little flexibility/versatility are not able to do this hence they will often be assertive or responsive when they should not be, and not be assertive or responsive when they need to be.
McCroskey and Richmond (1996) have argued that these three components of socio-communicative orientations and style are the underlying components of communication competence. They suggest that there is no set of communication skills that make up for a competent communicator. Rather, true communication competence is based on having a wide variety of communication styles available for use and the proper orientations for when to use which one.
Four basic styles have been advanced as the core styles. They are all based on levels of both assertiveness and responsiveness. No one style is best, each has its strengths and limitations. while almost everyone's basic style will be one of the following, amiable, analytical, driver or expressive, the key for communication effectiveness in today's organizations will be to learn howto employ one of the other styles when needed.
Amiable. The amiables are considered relationship specialists and are high on responsiveness and low on assertiveness. The adjectives used to describe the amiables are as follows: conforming, unsure, pliable, dependent, awkward, supportive, willing, dependable, and agreeable. Merill and Reid (1981) suggest that amiables seem "to be most comfortable working in environments where they can provide services and be supportive and helpful in their relationships with others." We will often find these people in careers such as teaching, personnel management, social work, psychology, and other helping professions.
Analytical. The analyticals are considered technical specialists, and are low on responsiveness, and low on assertiveness. The adjectives used to describe the analyticals are as follows: critical, indecisive, stuffy, picky, moralistic, industrious, persistent, serious, exacting, and orderly. Merrill and Reid (1981) suggest that professions such as science, engineering, construction work, accounting, and certain aspects of law often have a high proportion of this style. Some research suggests that analyticals are more likely to be apprehensive about communication, and as a result be more withdrawn and quiet. Thus analyticals may be less effective communicators than the other styles and more resistant to attempts to interact with them.
Driver. The drivers are considered control specialists and are low on responsiveness and high on assertiveness. The adjectives used to describe drivers are as follows: pushy, severe, tough, dominating, harsh strong-willed, independent, practical, decisiveness and efficient. These people might be in careers such small-business owners, top management, production managers, administrative personnel, politics and other decision-making management positions. Because of their ability to take responsibility and direct others, top management often puts these individuals into positions of control.
Expressive. The expressives are considered social specialists and are high on responsiveness and high on assertiveness. The adjectives used to describe the expressives are as follows: manipulative, excitable, undisciplined, reacting, ambitious, stimulating, enthusiastic, dramatic and friendly. People with expressive behavior are often found in sales, entertainment, advertising, art, music, and writing. These people know how to use their communication skills to gain recognition and attention, and they like being seen and noticed by others.
Merrill and Reid (1981) suggest that no one style is solely associated with success, However, if versatility is present, then success is likely, even between two potentially conflicting styles. Managers have known for years that they have to be able to deal with many types of interpersonal relationships. You need to be prepared to do the same.
*SOURCE: ORGANIZATIONAL COMMUNICATION FOR SURVIVAL THIRD EDITION BY VIRGINIA P. RICHMOND, JAMES C. MCCROSKEY AND LINDA L. MCCROSKEY; PGS. 80-82*
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