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Essay / Research Paper Abstract
This 5-page paper is a study of interpersonal communications, and strengths and weaknesses some people might exhibit in this field. The paper discusses various steps to solid interpersonal communication as well. Bibliography lists 2 sources.
Page Count:
5 pages (~225 words per page)
File: D0_MTinpeco.rtf
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Unformatted sample text from the term paper:
of the strength and why weakness can be problematic. Although the author of this paper doesnt presume to know the student and his/her communications strengths or weaknesses, enough literature exists
to describe both strengths and weaknesses when it comes to interpersonal communications, and why it is so important these issues be addressed.
When people fail to communicate with one another, especially in the workplace, they run the risk of wasting time and resources, failing to accomplish goals and even souring relationships (Sandwith,
1994). But when people communicate well, the results will probably be understanding, agreement and positive action (Sandwith, 1994). While people often complain about problems with interpersonal communication, they dont understand
whats going wrong, or why it is going wrong (Sandwith, 1994). Paul Sandwith suggests that to better understand where communications goes wrong,
its a good idea to break down the process of communication; and doing so reveals that the process involves a sender and receiver (in other words, communications is an interdependent
process) (Sandwith, 1994). In this context, weaknesses in communication occur when: Communicators dont consider anyones viewpoint except their own (Sandwith, 1994).
Communicators lack information and make assumptions based on being wedded to ways and refusal to try new things (Sandwith, 1994).
Communicators have different priorities and push to achieve those priorities, which causes a clash with others who have different priorities (Sandwith, 1994).
Communicators differ in status and authority - either they are intimidated by superiors or knock down feedback from subordinates (Sandwith, 1994).
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