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The Gibb categories are elements of a strategy for interpersonal communication. Separated into defensive and supportive techniques, the categories provide a framework for effective communication. The categories are outlined by Jack Gibb. Gibb categories point out six defensive behaviors used during interpersonal communication.
Much of the communication in a workplace is between managers and subordinates, increasing the need for efficient and supportive communication strategies. [1] Defensive communication in the workplace can be caused depending on who the leader is and burnout. Burnout is a reoccurring situation that contains to happen in every workplace [1].
Constraint recognition limit one's communication behaviors even when he or she has high problem recognition and/or involvement recognition. [4] Involvement Recognition: “a perceived connection between the self and the problem situation.” [1] This variable has the same concept of the level of involvement in the situational theory of publics.
Note the tacit assumption here that no intelligence or insight is brought to bear on the problem. However, the existence of different available strategies allows us to consider a separate ("superior") domain of processing — a "meta-level" above the mechanics of switch handling — where the various available strategies can be randomly chosen ...
The iteration of such strategies over the course of solving a problem is the "problem-solving cycle". [ 30 ] Common steps in this cycle include recognizing the problem, defining it, developing a strategy to fix it, organizing knowledge and resources available, monitoring progress, and evaluating the effectiveness of the solution.
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A strategy is an organized set of activities expressing a plausible way of achieving a goal. Strategies should not be viewed as algorithms, inflexibly followed to solutions. Problem solvers behave opportunistically, adjusting activities within a strategy and changing strategies and tactics in response to information and ideas. [3]
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