High-quality listening in the age of COVID-19: A Key to better dyadic communication for more effective organizations
Abstract
Consider the following scenario. You are preparing for a team discussion about an important project. The meeting was scheduled for 15:00 p.m., but due to technical problems, it starts at 15:15. Your next meeting begins at 16:00. You notice two team members have joined by smartphones rather than computers. This is because their kids use the family’s laptops for virtual school. Three other employees are working from their bedrooms, the only private place in their apartments. You also see a side conversation in the chat room that has nothing to do with the meeting topic. During the meeting, several people turn the cameras off. You forge ahead. After introducing the project’s goals, you realize you were muted and need to start over. This situation would have seemed completely unrealistic just a few months ago. However, since COVID-19, these kinds of challenges are now commonplace. While listening was never easy in the best of times, it is even more challenging today. In part because we are all learning to do old things in new ways. Ann Richards famously contrasted challenges facing men and women, noting,“ ... Ginger Rogers did everything that Fred Astaire did. She just did it backward and in high heels.” A similar comparison of the pre and post-pandemic workplace listening is apt. For many, virtual listening feels like dancing backwards in high heels, a bit off balance. We are all seeking to regain equilibrium in our communication. This article is intended to facilitate better virtual listening in the post-pandemic era. First, we introduce and define listening. Second, we present empirical evidence on the dyadic and organizational benefits of listening and listening training. Third, we discuss the challenges of virtual listening by providing specific examples from managers. Finally, we offer detailed recommendations for what managers and employees can do to improve their virtual listening skills and practices to support virtual listening.
Can high quality listening predict lower speakers' prejudiced attitudes?
Guy Itzchakov, Netta Weinstein, Nicole Legate, Moty Amar
Listening
Theorizing from humanistic and motivational literature suggests attitude change may occur because high-quality listening facilitates the insight needed to explore and integrate potentially threatening information relevant to the self. By extension, self-insight may enable attitude change as a result of conversations about prejudice. We tested whether high-quality listening would predict attitudes related to speakers' prejudices and whether self-insight would mediate this effect. Study 1 (preregistered) examined scripted conversations characterized by high, regular, and poor listening quality. In Study 2, we manipulated high versus regular listening quality in the laboratory as speakers talked about their prejudiced attitudes. Finally, Study 3 (preregistered) used a more robust measure of prejudiced attitudes to testing whether perceived social acceptance could be an alternative explanation to Study 2 findings. Across these studies, the exploratory (pilot study and Study 2) and confirmatory (Studies 1 & 3) findings were in line with expectations that high, versus regular and poor, quality listening facilitated lower prejudiced attitudes because it increased self-insight. A meta-analysis of the studies (N = 952) showed that the average effect sizes for high-quality listening (vs. comparison conditions) on self-insight, openness to change and prejudiced attitudes were, ds = 1.19, 0.46, 0.32 95%CIs [0.73, 1.51], [0.29, 0.63] [0.12, 0.53], respectively. These results suggest that when having conversations about prejudice, high-quality listening modestly shapes prejudice following conversations about it, and underscores the importance of self-insight and openness to change in this process.
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Social-Based Learning and Leadership (SBL): Theory Development and a Qualitative Case Study
Eli Vinokur , Avinoam Yomtovian , Guy Itzchakov , Marva Shalev Marom and Liat Baron
Listening
Social-based learning and leadership (SBL) is an innovative pedagogical approach that
centers on enhancing relationships within the educational system to address 21st-century challenges.
At its core, SBL aims to help teachers transform into social architects who nurture positive social
processes among pupils. Emphasizing prosocial education, SBL lays the foundation for cultivating
pro-environmentalism and sustainable behavior by fostering a sense of care and responsibility toward
others. SBL’s prosocial education program encompasses social and emotional skills, knowledge,
and dispositions to empower pupils to actively engage in and contribute to a more democratic,
reciprocal, just, and sustainable society. This approach underscores the importance of education
in shaping students’ mindsets and life orientations. By nurturing a sense of interconnectedness
and responsibility for the well-being of others, SBL provides a promising avenue to transform
education by building more sustainable educational systems, thus contributing to creating a more
sustainable future. A qualitative case study, which consisted of 18 in-depth interviews and nine
observations, examined the impact of an SBL-based teacher training program at an elementary
school from 2020 to 2023. The results point to changes in teachers’ perceptions of their roles as social
architects and, more specifically, as facilitators of social, emotional, and cognitive processes. The
teachers gained recognition as meaningful adults from their students and transitioned to hold integral
positions as part of a supportive and connected school community, associating with colleagues
and parents. This study thus showcases patterns of socio-organizational communication that can
unfold in a school influenced by the SBL approach. SBL’s emphasis on positive social relationships
and empowering teachers as facilitators of holistic student development thus further reinforces its
potential to transform education for a sustainable and thriving future.
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