Bridging the Gap
Bridging the Gap
4. Behavior Description & Perception Check (11:49)
This presentation on Behavior Description and Perception Check describes two fundamental communication skills that were adapted from the work of John Wallen and Bob Crosby. “Most of us do not describe behavior clearly enough for others to know what actions we have in mind. Instead, we usually state what we infer about his motivations, attitudes and personality traits; often we are not even aware we are inferring rather than describing. Because we are so used to inferring, we may not even know what the other did that led us to our inferences. The skill of behavior description then, depends upon accurate observation which, in turn, depends upon being aware of when you are describing and when you are inferring.” John Wallen
Key Points
- Behavior Description has two components:
1) It is an observable action - what they said or did.
2) It is non-evaluative - no judgments or inferences.
- “To develop skill in describing behavior, you must sharpen your observation of
what actually did occur. You must force yourself to pay attention to what is
observable, and to hold inferences in abeyance.” John Wallen
- Behavior Description can be particularly helpful in conflict where one party
describes the others behavior and the impact it has on them. It is also very
helpful in performance reviews and parenting to get clarity around a specific
behavior rather then stating a judgment. (i.e. Instead of saying you are
irresponsible, describe the behavior that leads you to your perception.)
- Perception Check - The ability to check out your perceptions, inferences,
interpretations or judgments by simply asking a question (an inquiry question
not a leading question).
- Perception Check can be very helpful in meetings where participants check
out assumptions they are making in a meeting before it is over instead of
having the meeting after the meeting in a parking lot. I saw Bob Crosby
once ask participants at the end of a leadership meeting to get into small
groups and summarize the key points the BU Presidents had made and
develop a list of items they would talk about in the parking lot. The
participants did not pickup on two critical items the BU President wanted
them to get out of the meeting.
“If you and another person are to improve the way you get along together, you must be able to convey what each does that affects the other.”
John Wallen
Reference:
John L. Wallen (1968), Northwest Regional Educational Laboratory, Portland, Oregon
Walking the Empowerment Tightrope:Balancing Management Authority& Employee Influence, Robert P. Crosby, HRDG, King of Prussia, PA, appendix G
LIOS, The Leadership Institute of Seattle, founded by Bob Crosby in 1969
Sunday, January 21, 2007