How to Coach Yourself and Others Essential Knowledge For Coaching | Page 135

Conversely, a member of a low-context culture may misinterpret
what a person from a high-context culture says as being
needlessly indirect or even outright deceptive. Such
communication variations (as the works of Edward Hall have
explained) have little to do with the actual intent or content of
the messages, but represent instead culturally learned
approaches to using implicit versus explicit communication
styles. Similarly, in the attitude step, one acknowledges
differences in the way that men and women are generally
conditioned to communicate. Experts such as Borisoff and
Merrill, for example, have delineated clearly differentiated
communication styles between men and women, which are
compounded by sex-trait stereotyping regarding issues of
assertiveness, interruptive behavior, and perceptions of
politeness. Finally, in the attitude step, one analyzes potentially
problematic variations in styles of writing, speaking, and
nonverbal mannerisms. Such differences may blur meanings. It is
the role of the effective conflict participant to maintain an open
mind toward all parties involved.
ACTION.
The action step begins to actively implement the chosen conflicthandling mode. If the selected mode is the problem-solving
approach, the manager conveys the opportunity for a conflict
resolution based on trust and ongoing feedback on those points
on which the parties have already agreed. Simultaneously, each
individual evaluates the behavior of the other parties (often,
little more than subtle hints) to ascertain where potential
trouble spots might arise. Also, each individual must remain
aware of his or her own communication style and general
behavior. Finally, all parties must stay alert to new issues that
are raised and look for productive solutions.

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