 Psychologists and neuroscientists have been studying eye contact for decades and their research reveals much about its power—for example that we make assumptions about other people based on how much they meet our eyes or look away when we are talking to them. Dr. Christian Jarrett, editor of the British Psychological Society's Research Digest blog, curated some of the most intriguing recent findings (https://bbc.in/2sfUsWL):
Of course, too much eye contact can make people uncomfortable – and individuals who stare without letting go can be unsettling. In one study, psychologists tried to establish the preferred length of eye contact. They concluded that, on average, it is three seconds long—and no one preferred gazes that lasted longer than nine seconds (https://bit.ly/2N4usXL). Eye contact is multi-dimensional. When we gaze into another’s eyes, we are subliminally decoding messages from their eye muscles (which reveal emotion), the dilation of their pupils, and even the limbal rings (the circles that surround the irises). “When you look another person in the eye,” says Dr. Jarred, “just think: it is perhaps the closest you will come to ‘touching brains’ – or touching souls if you like to be more poetic about these things.” Have you ever noticed that you respond differently to people who make eye contact versus those who habitually look away? To join the conversation, click "comments" above. If you would like to learn more about creating a habit around masterful communication, check out our online learning programs.
2 Comments
 New York Times columnist David Brooks thinks Americans desperately need to find ways to be “less beastly” to one another—especially when negotiating disagreements. He recently researched and compiled some advice to promote cordiality and, yes, even kindness. Among his tips that resonate with our body of work:
What strategies do you use when negotiating in a contentious situation? To join the conversation, click "comments" above. If you would like to learn more about creating a habit around masterful communication, check out our online learning programs.  Participating in a panel discussion can be stressful: Speakers must be concise and careful of interrupting or overlapping, all while effectively communicating their point of view. Moderating such a discussion can be even trickier. Moderators must impose order on a group of strangers and organize disparate perspectives into a coherent conversation.
Writing in The Harvard Business Review, professional speaker, author and Duke University business professor Dorie Clark, offers four strategies for promoting a meaningful exchange.
Have you ever moderated a panel discussion, and what are your caveats to those doing it for the first time? To join the conversation, click "comments" above. If you would like to learn more about creating a habit around masterful communication, check out our online learning programs.  Although companies benefit when employees speak up, many employees are reluctant to offer suggestions, opinions, or concerns. Two theories attempt to explain why: The personality perspective attributes this reticence to shyness and introversion; the situational perspective ascribes it to environments that discourage speaking truth to power.
The two are not mutually exclusive, but Subra Tangirala, Dean’s Professor of Management and Organization at the University of Maryland, and Hemant Kakkar, a PhD candidate in Organizational Behavior at the London Business School, wanted to test which one mattered more (https://bit.ly/2E4HDVN). The researchers surveyed 291 employees and their supervisors (from 35 teams overall) from a manufacturing plant, and from their data concluded that “both personality and environment had a significant effect on employee’s tendency to speak up with ideas or concerns.” But they also found that strong environmental norms could override the influence of personality on employees’ willingness to speak up at work. Even if someone was quite shy, they spoke up when they thought it was strongly expected of them. (Tweet it!) Say the authors, “This finding suggests that if you want employees to speak up, the work environment and the team’s social norms matter. Even people who are most inclined to raise ideas and suggestions may not do so if they fear being put down or penalized. On the flip side, encouraging and rewarding speaking up can help more people do so, even if their personality makes them more risk-averse.” Do you feel your organization’s culture promotes or discourages employees from speaking up? What specific work environment practices contribute to this culture? To join the conversation, click "comments" above. If you would like to learn more about creating a habit around masterful communication, check out our online learning programs. |
Archives
April 2025
Categories
All
|
RSS Feed
|
Glaser & Associates, Inc.
Executive Offices 1740 Craigmont Avenue, Eugene, OR 97405 541-343-7575 | 800-980-0321 [email protected] |
© 2019 Glaser & Associates. All Rights Reserved.