Published Research

The Glasers have published more than 40 research articles. Here are our favorites.
Click the research article titles to view a description and download the pdf.  

BreakThrough Communication in a Hybrid World: Amplifying Interactive, Experiential Learning

This paper describes the research foundation and instructional design of BreakThrough Communication, an evidence-based hybrid learning enterprise that builds organizational capacity by boosting communication skill in individuals and teams.
Click here (2.1 MB)

LinkedIn: Crafting Presentations That Persuade

Whether creating a presentation to be delivered virtually or in person, the basic principles remain the same. Your goal is to open your audience to the appeal of your ideas —whether it consists of one person, dozens, or hundreds. Your adversaries are boredom and confusion; your allies are the strategies that keep your audience focused, engaged, curious, and ultimately convinced. This article details 6 of those strategic action moves.
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LinkedIn: Strengthening Virtual Teams

This article describes 8 research-based strategies to boost the inner fabric of a team and ensure that everyone in a meeting speaks, everyone feels heard and understood, and everyone is committed to the solutions that come forward.
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LinkedIn: Deepen Connections at Home and at Work

This article details five evidence-based, micro-communication behaviors to strengthen your communication with work teams, family members, and friends.
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Upstream Feedback: Unlocking the Power of Employee Engagement

The higher a person’s position in an organization, the less they hear information central to improving individual and organizational performance. This paper describes a novel Upstream Feedback program developed to address and positively transform this dynamic. In separate sessions, employees learn how to provide candid feedback that managers receive as kind and helpful, while managers learn to receive that feedback with power listening and systematic follow through.
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Communication Quarterly: Rhetorical Criticism of Interpersonal Discourse: An Exploratory Study

This study demonstrates how rhetorical criticism can be utilized to clarify the rhetorical nature of interpersonal discourse. Bitzer’s situational theory, Bormann’s fantasy theme analysis, and Arnold’s criticism of oral rhetoric are synthesized to explain the nature and form of selected portions of taped and transcribed interpersonal dialogue.
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Communication Education: Oral Communication Apprehension and Avoidance: The Current Status of Treatment Research

Since 1965, considerable research in the field of speech communication has focused on cross-situational anxiety and avoidance of oral communication. Research has been conducted under a variety of labels: reticence, communication apprehension, shyness, social anxiety, unwillingness to communicate. Some researchers specify fear, anxiety, and apprehension about communicating as the central focus; others identify the problem as related to inadequate communication skills.
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Communication Research: Conversational Skills Instruction for Communication Apprehension and Avoidance: Evaluation of a Treatment Program

This article describes and evaluates a conversational skills program designed for apprehensive communicators. Subjects were initially assessed on a variety of measures: questionnaires, behavioral samples, peer ratings, and self-monitoring. They were then randomly assigned to either Immediate Treatment or a Self-Monitor-Delay condition. After the Immediate Treatment group completed the program, both groups were assessed again. Comparisons revealed differences between the control and treatment group in subjects’ comfort, social behavior, and impact on others.
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Journal of Behavioral Assessment: The Relevance of Specific Conversational Behaviors to Ratings of Social Skill: An Experimental Analysis

The search for specific conversational skill deficits among socially anxious people has been difficult. It has not been hard to show that persons who identify themselves as socially anxious or who date infrequently evaluate their social interactions negatively. But it has been considerably harder to pinpoint the social behaviors that these people may lack. This is true despite the fact that behavioral coders, confederates, and naïve subjects often rate such individuals more negatively on social skill ratings.
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Communication Education: Interpersonal Communication Instruction: A Behavioral Competency Approach

Teaching interpersonal communication fundamentals leads to an inevitable question: what is the essence of course content, and how can instructional procedures increase the likelihood that this material will have an impact on the communicative lives of students outside of the classroom? A behavioral competency approach involves students in active observation of their interpersonal behavior and guides them toward development and implementation of change in situations that are most critical to them.
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Oregon Business: Making Involvement Work

In a nationwide survey of employees, the Survey Research Center of the University if Michigan found 36% of its respondents believed their skills were underused by their employers. Another 32% felt over-educated for their jobs. Over half were concerned about lack of control over their work and working conditions. 48% thought they should have more say in running the companies that employed them. Generally, employee participation programs fail for one or more reasons.
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Journal of Behavioral Assessment: Multi-method Assessment of Socially Anxious and Socially Nonanxious Women

Socially anxious and socially nonanxious women were compared using self-report measures, peer ratings, laboratory social interactions, and self-monitoring of in vivo social behavior. Multivariate analysis indicated significant differences between subject groups within each assessment domain, thus supporting models of social anxiety that posit the relevance of self-evaluation processes and overt behavior. The socially anxious women described themselves as more apprehensive in social situations, less assertive, and more depressed than the nonanxious women. Peers in the subjects’ natural environment, the laboratory interaction confederates, and behavioral coders all rated the socially anxious subjects as less socially adequate.
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Management Communication Quarterly: Measuring and Interpreting Organizational Culture

This article offers a triangulation approach to the study of organizational culture by employing reliably coded interviews to help interpret and place in context the results of statistical analyses from a standardized survey questionnaire. Subjects were 195 employees representing every level and division in a large department. All 195 subjects completed the Organizational Culture Survey and 91 Subjects participated in 45-minute critical incident interviews designed to elicit subjects’ interpretations of organizational events. From the analyses of these data emerges a description of the organization’s culture.
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Group and Organization Management: Moving Toward Participation and Involvement: Managing and Measuring Organizational Culture

This article describes a communication intervention program designed to change the culture of an organization from hierarchical and authoritarian to participative and involved. This cultural shift is then measured through a triangulation approach. Specifically, questionnaires, interview data, and direct observation were combined to study the areas of cultural change. Results suggest that the organization changed significantly in the following dimensions: Information flow, involvement, morale, and meetings. Specific implications for management practices are discussed.
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Family Business: Watch Your Language

Families and fortunes have been torn asunder by what family members say to each other and how they say it. Test yourself on these four case examples of family business conversations.
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Management Communication Quarterly: Teamwork and Communication – A 3-Year Case Study of Change

Throughout the past two decades, many organizations have grown to realize that employee involvement and participation are crucial to their productivity and survival. Involvement strategies and employee participation programs continue to proliferate. Organizations are bringing employees together in teams to offer input and suggestions about their work. Organizational leaders are coming to realize that valuing employee input and supporting a team approach are not enough to create a participative organization. A new job skill is being required of employees from line workers to executives: the ability to work cooperatively and productively in teams.
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Winner of International Association of Business Communication research award: Transforming Organizational Communication: Changing How People Resolve Conflict and Solve Problems

One of the greatest challenges facing today’s organizations is how to develop a collaborative and participative environment where team members can move through conflict to reach consensus and solve complex problems collaboratively. In order for teams to function effectively, they need to be taught problem solving and decision-making skills to address work issues, and interpersonal communication skills to work effectively as a team.
Click here (2.41 MB)