Research Design Discussions

Exercise 1 – Research Design Validity

Discuss the importance of validity and research design.

Next, choose one type of validity (internal, external, construct, or statistical conclusion) and discuss its relevance to experimental, quasi-experimental, and non-experimental research.

 

 

Exercise 2 – Comparison Groups

Comparison groups are one of the important elements to the scientific control of a research design.

Choose one type of comparison group from the list provided in the book and expand upon how the inclusion of this type of comparison group would improve the overall validity of the findings.

 

Exercise 3 – Control Techniques

Control is an important element in any type of research.

Considering experimental research, come up with a hypothetical research scenario and apply each of the five types of control to the scenario. Use specific examples to illustrate your point.

 

 

Exercise 4 – Establishing Cause and Effect

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What are the major differences between experimental, quasi experimental, and non-experimental research?

Discuss the three major conditions to meet cause and effect (be sure to review your text for further information). Provide a typical experimental “weakness” that wouldn’t allow a researcher to determine cause and effect.

 

 

 

 

 

 

Chapter 1 A Primer of the Scientific Method and Relevant Components

The primary objective of this book is to help researchers understand and select appropriate designs for their investigations within the field, lab, or virtual environment. Lacking a proper conceptualization of a research design makes it difficult to apply an appropriate design based on the research question(s) or stated hypotheses. Implementing a flawed or inappropriate design will unequivocally lead to spurious, meaningless, or invalid results. Again, the concept of validity cannot be emphasized enough when conducting research. Validity maintains many facets (e.g., statistical validity or validity pertaining to psychometric properties of instrumentation), operates on a continuum, and deserves equal attention at each level of the research process. Aspects of validity are discussed later in this chapter. Nonetheless, the research question, hypothesis, objective, or aim is the primary step for the selection of a research design.

The purpose of a research design is to provide a conceptual framework that will allow the researcher to answer specific research questions while using sound principles of scientific inquiry. The concept behind research designs is intuitively straightforward, but applying these designs in real-life situations can be complex. More specifically, researchers face the challenge of (a) manipulating (or exploring) the social systems of interest, (b) using measurement tools (or data collection techniques) that maintain adequate levels of validity and reliability, and (c) controlling the interrelationship between multiple variables or indicating emerging themes that can lead to error in the form of confounding effects in the results. Therefore, utilizing and following the tenets of a sound research design is one of the most fundamental aspects of the scientific method. Put simply, the research design is the structure of investigation, conceived so as to obtain the “answer” to research questions or hypotheses.

The Scientific Method

All researchers who attempt to formulate conclusions from a particular path of inquiry use aspects of the scientific method. The presentation of the scientific method and how it is interpreted can vary from field to field and method (qualitative) to method (quantitative), but the general premise is not altered. Although there are many ways or avenues to “knowing,” such as sources from authorities or basic common sense, the sound application of the scientific method allows researchers to reveal valid findings based on a series of systematic steps. Within the social sciences, the general steps include the following: (a) state the problem, (b) formulate the hypothesis, (c) design the experiment, (d) make observations, (e) interpret data, (f) draw conclusions, and (g) accept or reject the hypothesis. All research in quantitative methods, from experimental to nonexperimental, should employ the steps of the scientific method in an attempt to produce reliable and valid results.

The scientific method can be likened to an association of techniques rather than an exact formula; therefore, we expand the steps as a means to be more specific and relevant for research in education and the social sciences. As seen in Figure 1.1, these steps include the following: (a) identify a research problem, (b) establish the theoretical framework, (c) indicate the purpose and research questions (or hypotheses), (d) develop the methodology, (e) collect the data, (f) analyze and interpret the data, and (g) report the results. This book targets the critical component of the scientific method, referred to in Figure 1.1 as Design the Study, which is the point in the process when the appropriate research design is selected. We do not focus on prior aspects of the scientific method or any steps that come after the Design the Study step, including procedures for conducting literature reviews, developing research questions, or discussions on the nature of knowledge, epistemology, ontology, and worldviews. Specifically, this book focuses on the conceptualization, selection, and application of common research designs in the field of education and the social and behavioral sciences.

Again, although the general premise is the same, the scientific method is known to slightly vary from each field of inquiry (and type of method). The technique presented here may not exactly follow the logic required for research using qualitative methods; however, the conceptualization of research designs remains the same. We refer the reader to Jaccard and Jacoby (2010) for a review on the various scientific approaches associated with qualitative methods, such as emergent- and discovery-oriented frameworks.

Figure 1.1 The Scientific Method

Figure 1

Validity and Research Designs

The overarching goal of research is to reach valid outcomes based upon the appropriate application of the scientific method. In reference to

Independent and Dependent Variables

In simple terms, the independent variable (IV) is the variable that is manipulated (i.e., controlled) by the researcher as a means to test its impact on the dependent variable, otherwise known as the treatment effect. In the classical experimental study, the IV is the treatment, program, or intervention. For example, in a psychology-based study, the IV can be a cognitive-behavioral intervention; the intervention is manipulated by the researcher, who controls the frequency and intensity of the therapy on the subject. In a pharmaceutical study, the IV would typically be a treatment pill, and in agriculture the treatment often is fertilizer. In regard to experimental research, the IVs are always manipulated (controlled) based on the appropriate theoretical tenets that posit the association between the IV and the dependent variable.

Statistical software packages (e.g., SPSS) refer to the IV differently. For instance, the IV for the analysis of variance (ANOVA) in SPSS is the “breakdown” variable and is called a factor. The IV is represented as levels in the analysis (i.e., the treatment group is Level 1, and the control group is Level 2). For nonexperimental research that uses regression analysis, the IV is referred to as the predictor variable. In research that applies control in the form of statistical procedures to variables that were not or cannot be manipulated, the IVs are sometimes referred to as quasi- or alternate independent variables. These variables are typically demographic variables, such as gender, ethnicity, or socioeconomic status. As a reminder, in nonexperimental research the IV (or predictor) is not manipulated whether it is a categorical variable such as hair color or a continuous variable such as intelligence. The only form of control that is exhibited on these types of variables is that of statistical procedures. Manipulation and elimination do not apply (see types of control later in the chapter).

The dependent variable (DV) is simply the outcome variable, and its variability is a function of IV and its impact on it (i.e., treatment effect). For example, what is the impact of the cognitive-behavioral intervention on psychological well-being? In this research question, the DV is psychological well-being. In regard to nonexperimental research, the IVs are not manipulated, and the IVs are referred to as predictors and the DVs are criterion variables. During the development of research questions, it is critical to first define the DV conceptually, then define it operationally.

conceptual definition is a critical element to the research process and involves scientifically defining the construct so it can be systematically measured. The conceptual definition is considered to be the (scientific) textbook definition. The construct must then be operationally defined to model the conceptual definition.

An operational definition is the actual method, tool, or technique that indicates how the construct will be measured (see Figure 1.2).

Consider the following example research question: What is the relationship between Emotional Intelligence and conventional Academic Performance?

Figure 1.2 Conceptual and Operational Definitions

Figure 2

Internal Validity

Internal validity is the extent to which the outcome was based on the independent variable (i.e., the treatment), as opposed to extraneous or unaccounted-for variables. Specifically, internal validity has to do with causal inferences—hence, the reason why it does not apply to nonexperimental research. The goal of nonexperimental research is to describe phenomena or to explain or predict the relationship between variables, not to infer causation (although there are circumstances when cause and effect can be inferred from nonexperimental research, and this is discussed later in this book). The identification of any explanation that could be responsible for an outcome (effect) outside of the independent variable (cause) is considered to be a threat. The most common threats to internal validity seen in education and the social and behavioral sciences are detailed in Table 1.1. It should be noted that many texts do not indentify sequencing effects in the common lists of threats; however, it is placed here, as it is a primary threat in repeated-measures approaches.

Table 3

Explain The Three Key Attributes Related To This Subject.

Briefly respond to all the following questions. Make sure to explain and backup your responses with facts and examples. This assignment should be in APA format and have to include at least two references.

According to the author of this book, there are three key attributes of human attackers, as follows:

• Intelligence

• Adaptivity

• Creativity

What are your thoughts on this topic? Also, please explain the three key attributes related to this subject

Journal Critique Article Help

EDUC 632

Journal Article Critique Instructions

1. Choose 2 articles from professional journals of education (scholarly and/or peer-reviewed articles only). You must choose articles related to the language arts topic you selected from the course textbook. This topic must be clearly included in your title on the title page. Articles must be published within the last 5 years and must be more than 5 pages.

2. Your review must be written in your words and include 1–2 scholarly citations per paragraph in current APA format, except in the reflective section where none are included. Do not over quote from the article. Instead, summarize and paraphrase.

3. Write a separate critique for each journal article. However, the assignment will be submitted as 1 Microsoft Word document. The content of the paper, including 2 critiques, must be 4–5 pages. In addition to the content, make sure to include a title and reference page.

4. Organize and format each critique with the headings and subheadings outlined below. Do not write the questions. You must write your critiques with well-formed paragraphs that flow logically from one topic to the next.

5. Format the paper in current APA, with the exception of the reflection section, which may include first person (I, me, my, etc.)

6. Include a reference page formatted in the most current APA edition.

 

Topic

A. Briefly describe the topic of the journal article (hint: it is usually in the article’s title).

B. Identify the major and minor objectives of the article as well.

C. Identify and define the important concepts focused on by the author. Are the definitions clear, in your opinion?

Main Ideas

A. Summarize the article’s content. In doing so, what is the author’s major argument?

B. What are the supporting arguments?

C. Are the ideas clearly presented?

Conclusions

A. What conclusions does the author(s) make?

Reflection

A. In your opinion, does the data support the conclusions being made by the author?

B. In your opinion, are the results thought provoking?

C. In your opinion, what could be done to improve the research?

D. What was the most important thing you learned by reading and critiquing this article?

 

Be sure to review the criteria on the Journal Article Critique Grading Rubric before beginning this assignment.

 

 

Submit this assignment by 11:59 p.m. (ET) on Sunday of Module/Week 3.

Define intelcultural conflict .

Chapter10 [] IntercutturatConfhct 337

1. Define intelcultural conflict .

2. Define facework and identify three plimary facewo& strategies

3. List and define the five primaly and three secondary styles of conflict communication

4. Identify and discuss the conflict styles preferred by individuahstic and collectivistic cultures

5. Idenufy and discuss the conflict styles preferred by high- versus low-context cultures

6. Explain and apply the components of the contingency model of cross-cultural conflict

Imagine yourself m the following situation:

INTERCULTURAL CONFLICT

Mahatma Gandhi

Honest disagreement Js often a good sign of progress.

Aklra Abe is an internauonal exchange student from Japan who lives down the hall from you m your dorm. You have interacted with Aklra only occasionally and do not know him very well. This morning, Akira approached you to compiam that you frequently play your music so loudly that he Is unable to study or sleep. Aklra then asked if you would please stop playing your music so loudly.

What would you do m this situation? How would you resolve this conflict? Would you comply with Akira’s request? Would you argue with Akira?

Conflict, such as the one depicted above, is an inevitable part of living in a society with others. All types of human relationships–from strangers to acquaintances to intimates– experience conflict. Communication plays a paradoxical role in most conflicts because communicauon is required both to instigate conflict and to resolve it. Unfortunately, conflict is the source of much relational stress and dissolution; fortunately, the successful resolution of conflict is one of the strongest and most consistent predictors of relational sausfaction. Hence, an understanding of conflict and how to resolve it is an essential part of becoming a competent communicator, especially in your relationships with persons from other cultures.

DEFINITION OF INTERCULTURAL CONFLICT In the past 30 years, a growing body of theory and iesearch has emerged m the intercultural communication literature regarding the nature of intercultural conflict Much of this research Is based on the work of Stella Tmg-Toomey and John Oetzel) They define intercultural conflict as

the implicit ot exphcit emotional struggle between persons of different cultural commumties over perceived ol actual incompatibility of cultural ideologies and values, situational norms, goals, face-orientations, scarce resources, styles/processes,

)ntercu[tura[

conftlct The fmpLiclt

or explicit emotional

struggle between persons of different cultures over

perceived or actual

incompatibility of cultural Ideologies and values, sltuatmnal.

norms, goals, face onentatmns, scarce

resources, styles/

processes, and/or outcomes In a face-

to-face context

 

 

338 Chapter 10 m IntercuLtural.ConflictIntercultural. Communication

and/or outcomes in a face-to-face (oi mediated) context within a soclohistorical embedded system.2

Well-known lntercultmal communication scholai Young Yun Kun has developed a model of lntmcuhural conflict. Klm argues that lntelcultulal conflmt occuis at thiee interdependent and interrelated levels, mctudmg a mlclo oi individual level, an lnteime&aiy level; and a macro or societal level (see Figure 10.1).4

The miclo, ot zndividual, level of mteicultural conflmt refels to the unique attitudes, dispositions, and beliefs that each individual bnngs to the conflmt. According to Kim’s model, cognitive simpllcity/rlgl&ty refels to the degiee of mflexlbihty in the way individuals think about people fiom dlffelent cultules. Rigid, simphstic thinking includes gloss categmizanon and stereotyping (e.g., all Ameiicans ale rude, all Japanese are qmet). In-group bins lefers to the degree to which the individual is ethnocenuic

Recall from Chapter 1 that ethnocenmsm is defined as viewing one’s own group as being at the centei of evewthmg and using the standards of one’s own gloup to measure or gauge the woith of all other gioups. Insecuiity/fiustranon lefers to the degree to which the mdwidual has a high level of uncertainty about, and feat of, out-group members (e.g., they will steal our jobs) Divergent behavmr lefeis to the behavloial pattems of the individual that clearly dljÿerentlate and distance him oi her from out-group membeis For example, obviously &ffeient speech patterns or accents may ostensibly sepaiate groups from one anothei Duimg conflmt, people will often exaggerate their mannmisms and speech to accentuate then differences compared with out-gioups Because you ate upset about

Kim’s Model of IntercuLturaL ConfLict

Macro Level

° History of subjugation , Ideological or structural mequahties = Minority group strength

Intermediary Level

* Segregation/contact , Intergroup salience , Status discrepancy

Micro Level

° Cognitive simphclty/rlgtdlty • In-group bias

= Insecunty/frustratton • Dwergent behaviors

SOURCE Based on Kim, Y Y [1989] Interethnm Confl.Jct An InterdlscJphnary Overwew In J B Gÿttier {Ed 1, Annual Review of Conflict Knowledge and Conflict Resolution {Vot 1] New York GarLand, KLm, Y Y (19901 Explaining Interethmc Conflict An Interdisciplinary Overwew Paper presented at the annual convention of the Speech Comrnunlcatlon Assoctahon Chicago, IL

Micro Levelÿ

Akira’s complaint, you may intentionally turn up the volume on youi music. Imagine two employees worldng together, each fiom a different cultme, who have gross stereotypes of each other, are both ethnocentric, fear each other, and have highly divergent behavioral patterns Kim’s model predicts that such a situation is likely to engender conflict.5

The mtermedmry level of intercultural conflict refers to the actual location and context of the conflict. Some envuonments (e.g., neighborhoods, school, work) may be more likely than others to facilitate conflmt. Segregation and contact refer to the extent to whmh the individuals’ cultmal groups interact on a daily basis. Perhaps the most basic condition for intercultural conflict is contact between diverse cultures or ethnicitles on a day-to-day basis. Segregated wotkplaces or schools do not allow for much interaction, and components at the individual level (e.g, cognitive rigidity, m-group bias) tend to escalate to intolerable levels that facilitate intercultural conflmt. Intergroup salience refels to the observable physical and social differences between the confllcung mdwiduals. Such cultural markets include distinct physical and behavioral differences, such as race, language, and speech patterns.

As Kim notes, to the extent that the groups are cukurally distinct, the communicative skills of the less powerful cultural group will clash with those of the majority gioup members. The majority group’s symbol system is dominant. Status &screpancy refers to the degree to which conflicting parties differ in status along cukural lines. For example, African Americans often argue that U.S. culture practices an asymmetrical power snucture They may feel that the U S. corporate culture reflects the same asymmetry. On the job, managels and supervisors have more powei than workers. If all the managers in a business are of one race or ethnicity and all the workers are of another, then the status discrepancy is helghtened.6

Recall from Chapter 1 that a fundamental assumption of mteicultulal communication is that it Js a group phenomenon experienced by m&viduals. Likewise, duimg intercultural conflict, one’s group membership (l.e, culture) becomes a factor in how conflmt is perceived, managed, ÿ and resolved Some of these cultmal factms may be unconscious, such as one’s degree ofmdwiduahsm or c ollecnvism. Other factors are probably very conscious. Recall your conflict with Akira. The two of you are flora different cultural communities, have mcompanble goals, and desue d,fferent outcomes. You choose to play your music loudly. Akna piefets that you not play your musm loudly Flora a socmhistorical perspecnve, you may wondei if all Japanese ate quiet and dishke loud music. Perhaps Akira quest,ons If all Americans ale l ude and insensmve to the wishes of otheis. Although the conflict between you and Akna could Just as easily have occuued between two U.S. students oi two Japanese students, the fact that it happened between a U.S student and a Japanese student comphcates the issue.

Ting-Toomey and Oetzel maintain that intercultural conflict involves a ceitam degree of ethnocentiic percepuon and judgment. Recall from Chaptei 1 and Chapter 5 that ethnocenmc pmsons hold attitudes and behaviors about their in-group that ate bmsed m favor of the m-group, often at the expense of out-groups Ethnocentric persons fostei cooperative ldatlons with m-group members while competing with, and peihaps even battling, out-group members 3 Hence, by virtue of our cultural upbringing, we think we ate correct (i.e., loud musm is great vs. loud music is disrespectful). To explain intercultural conflict further, three models will be presented next’ Young Kim’s Model of Intercultuial Conflict, Tmg-Toomey and Oetze!’s Culture-Based Social Ecological Conflict Model, and BenJamin Bloome’s Model of Building a Culture of Peace ÿltÿrough Dialogue.

339

 

 

340 IntercuLtural. Comrnunlcatlon Chapter10 m Intercu[turatConfhct 34,,

Photo 10.1 Segregated drinking fountain in use in the American South

• ne macro, or socmtal, level of intercultural conflict includes factors that are probably out of the lnteractants’ control. ÿnese conditions include any histoly of subjugation, ideological/ snuctural inequality, and minority group strength. The history of subjugation of one group by anothel is a key environmental factor in maW intercultural conflicts. For example, African Americans have long been subjugated by Whites in the United States. Historically, Aflican Americans were slaves. Even after emancipation, they were not allowed to vote. As late as the 1960s, restaurants in the South’

A CuRure-Based Social EcoLogicaL ConfLict Modet In a model of conflict that complements the Klm model discussed above, Ting-Toomey and Oetzel have developed what they call a cultme-based social ecological conflict model.8 You will see some similarities between this model and the Kim model. In their model, Tmg-Toomey and Oetzel highlight four main factors that come into play during an intercultmal conflict episode: primary orientation factors, situational appraisals, conflict processes, and conflict competence. During intercultural conflict, these four factors come together interdependently in a complex formula that defines the specific conflict episode

(see Figure 10.2). The piimary orientauon factors are what each individual brings to the conflict. This

would be similar to Klm’s micro level, but with some added variables. Tmg-Toomey and Oetzel suggest that each individual brings macro, exo, meso, and micro layers to the

enforced sepaiate bathrooms, seating aieas, and drinking fountains for Afiican Americans

and Whites (see Photo 10.1). Often, the tensions expiessed today are rooted in the history of one group’s subjugation

of another group. Ideological and structural inequity refers to societal diffelences regarding powel, piestige, and economic reward. Historically, in the United States, Whites have held most of the power positions and gained most of the economm reward. Hence, there is a vast ideological and structural &fference between Whites and othei groups. Minority (i.e., miciocuttural) group strength refers to the amount of power (e.g., legal, pohtical, economic) a particular group possesses. Microculturat groups vary in their ability to tally their members against structural inequahtms. Minority group strength varies as a function of the status of the group’s language within the society, the sheer number of members in the group, and forms of societal support (e.g., governmental services designed specifically for that group). Relative to other microcultural groups, African Americans, for example, ale economically and politically quite powerful. Pohucal scientists argue, for instance, that presidential elections are swung by the African Amelican voting bloc. According to Kim, the greater the ethnic group’s strength, the more likely that an individual in that group will take actmn in lntelcultural conflict situations.7 Taken together, these three levels of conflmt merge during any intercultural conflict. To the extent that these individual, intermediary, and societal factors are present, intercultural

conflict will likely ignite.

Q e ,I e Q e o e e e e

e o o o o

o e

e e e e e

o

o e e

e o o o

e

Q o

Mike Fabmn Is the wce president of Acme Marketing Fwm, a company his father founded o Acme ÿs a direct marketing firm for msurapce agencies Mike ÿs 58 years ol,d and White •

e He was born and rinsed In Kenfl.worth, II,l,mols, a weal,thy Chicago suburb Mÿke has six • directors under him in Acme’s organlzatmnat hierarchy These six directors each man- .ÿ

age and supervise about seven empl,oyees Thus, Mike superwses about 50 employees : Once a year, Mÿke has one-on-one meetings with each employee These meetings are a part of each empl,oyee’s annual, evaluation Today, Mÿke is meeting wÿth Nicote Newton •

o Nÿcol,e Js a new employee and has worked for Acme for just over a year She was hÿred ° soon after graduating from co[I.ege with a bachel,or’s degree In commumcatlon Thÿs wÿl,[ • be her first eval,uatmn meeting She was hwed as a tel.emarketer and hopes to move up o mtheorgamzahonsoon SheisAfricanAmer/canand23yearsol,d Shewasralsedlnthe ° city of Chicago, m a pubbe-houslng dÿstrmt Thew meeting takes pl.ace in Mÿke’s office She and Mÿke have never met

Mike Good morning, Nicol,e Come m and have a seat

Nlcole HI, Mike

Mike Actual,l,y, unhl, I get to know my employees, I prefer to be catl,ed Mr Fabmn

Nÿcole Oh, OK, Mr Fabian [pLacing emphasÿs on “Mr”}

Mike [Noticing her tone of vmce } So where are you from?

Ntcole I grew up on the South Side

Mike [Thinks to hlmsel,f, “She and I have nothing m common”} I’m from Kenilworth

Nlcole

Mike

Ntcole

Mÿke

Nicole

Mike

Yeah, I’ve heard of that

So do you have any education beyond high school,9

Yes As my rÿsum4 indicates, I have a bachelor’s degree That shoul,d be m my fil,e

Oh, yes, here it is It says here you have a degree In commumcabon2 What’s that al,l, about9 Cl,asses In speech, I guess, or radio and tel,evlsmn?

WeLl., no I took classes In orgamzahonat communication, pohhcal, com- mumcatmn, IntercuLtural. commumcahon courses l.lke that We dÿscuss

and explore how humans interact wÿthln a variety of contexts It’s a great majorl

WelJ., there was no such major when I went to school I don’t understand Why not major m business? Anyway I’ve been reading your manager’s monthl,y assessments of your performance I can see you need Improvement {n several.

areas, mcl,udlng customer serwce and attitude

[Continued]

 

 

342 IntercuLtural. Commumcatlon Chapter 10 [] IntercutturatConfhct 343

Nicole

Mike

Severat of the factors outhned In the KIm mode[ can be appljed to this brief confbct exchange between Mike and NIco[e In terms of the micro flndwldua[} revel, Mike’s cog- mhve rigidity and slmphclty are reflected m his mftexlbte stance about Nicote’s infor- mahty, which doesn’t seem to be an Issue with her customers since none of them has

comptamed, and his tack of knowtedge about commumcahon degrees Regardmgthe intermediary [eve[, that Mike prefers for Nicote to cal.[ him “Mr Fablon” hlghhghts the status discrepancy between them That Mike meets with his emptoyees onty once a year shows that he has httte contact with {I e, is segregated from} them Moreover, persons m Kenltworth may rarel.y interact with persons m the Inner city Fmal.ty, at a macro {so- oeta[} [eve[, there is a hstory of subjugatton between their groups, and Nlco[e’s group has demonstrabl.e minority group strength

conflict–with macto meaning “larger than,” exo meaning “external or outside,” meso

meaning “middle or intermediate,” and mzcto meaning “locahzed or small.” Similar to Klm’s model, the macro-level primary orientation factors are the larger

sociocuhural factors, histories, worldvlews, beliefs, and values held by each individual. Macro-level variables may be outside the individual’s control but nevertheless affect his or hel approach to conflict Some macro-level variables might include the effects of globahzauon (i.e., the compression of cultural boundaries) on an individual. Exo factols include the formal instituuons present in..anyÿcultq.ÿeLÿnc[udmg religious iÿsÿtÿtutigns, governments, and health care systems, among others that are externaFto the individual but affect his or her approach7 Mes0qevel factors refer to the mole Immediate dimensions

Real.[y9 I thought I was doing fine

Weft, your manager says you are informal, wRh customers 1 think that reaves a bad Impression {Thinks to himself, “1 guess that’s not taught In commumcatlon classes “}

Really9 I think they hke It I think it’s at[ right to be a httl.e retaxed once m a whll.e

Weft., maybe el.sewhere, but not here

Have any of my customers compl.amed9

Not directly, no

So then, what’s the problem9 (Thinks to hersel.f, “What’s his probtem9 He thinks he’s pretty specIat He needs a cl.ass In commumcatlon “}

Look, Nicol.e, I’m not going to argue with you I’m te[hng you to Improve your attitude and stop being so reformat with the customers

Whatever you say, Mr Fablon