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dc.contributor.authorBradley, Graham L
dc.contributor.authorCampbell, Amanda C
dc.date.accessioned2017-05-03T12:04:12Z
dc.date.available2017-05-03T12:04:12Z
dc.date.issued2016
dc.identifier.issn2329-4884
dc.identifier.doi10.1177/2329488414525468
dc.identifier.urihttp://hdl.handle.net/10072/67592
dc.description.abstractMany conversations involve sending or receiving "bad news". These conversations are often dreaded, poorly executed, or avoided altogether. Ways need to be found to make them less difficult and more productive. We explored these issues through three methodologically-diverse studies. Study 1 comprised in-depth interviews with 24 nurse managers. Interviews shed light on the characteristics of difficult conversations and strategies for making them less awkward and more successful. Study 2 was a survey investigating relationships between six dimensions of supportive communication and participant satisfaction with a difficult superior-subordinate conversation. Study 3 experimentally manipulated two supportive communication behaviors, plus a third variable, face-work. Together, these studies show that successful outcomes from difficult workplace conversations require the parties to balance task and relational goals, with the latter particularly dependent on acts of empathy and face-giving.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherSage
dc.publisher.placeUnited States
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom1
dc.relation.ispartofpageto22
dc.relation.ispartofjournalInternational Journal of Business Communication
dc.rights.retentionY
dc.subject.fieldofresearchIndustrial and organisational psychology (incl. human factors)
dc.subject.fieldofresearchcode520104
dc.titleManaging Difficult Workplace Conversations: Goals, Strategies and Outcomes
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.hasfulltextNo Full Text
gro.griffith.authorBradley, Graham L.


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