Argumentativeness and Aggressiveness: The Flip Side of Gentle Persuasion

This article explores the development and testing of two popular communication instruments: argumentativeness and verbal aggressiveness scales. One measures the degree to which an individual engages in verbal attacks on another individual's position on some controversial topic, and the second measures the degree to which one engages in attacks on another's self-concept. The authors make recommendations about the use of the two instruments and present new evidence of their reliability and validity.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Critical upward feedback in organisations: processes, problems and implications for communication management

Given that staff–management relationships are a core concern for communication management, upward feedback is emerging as a key theme in the literature. It is, however, most often associated with upward appraisal. This study looks at upward feedback in a more general sense, and in particular at whether such feedback is critical or positive in its response to senior management decisions. One hundred and forty-six staff within a health care organisation (HCO) were surveyed, using a depth communication audit instrument. Fifteen staff were also interviewed in detail, and six focus groups each composed of six people were also convened. The results indicated that informal upward feedback was mostly absent; that where it occurred the feedback was inaccurately positive; that senior managers were unaware of such distortions and unwilling to contemplate the possibility that they did indeed exist; that they had an exaggerated impression of how much upward feedback they received; and that they discouraged the transmission of critical feedback. The implications for the practice of communication management, the development of upward influence within organisations and general theoretical reasons for distortions in feedback processes are considered