Communication Psychology - with Gerhard Ohrband

  Why “No Complaints” Might Be the Worst Sign in Your Company Many companies take pride in claiming they have a conflict-free environment. “In our team, there are no conflicts whatsoever.” “Our customers have only positive things to say about us.” Sounds ideal—but sometimes, “no complaints” is a warning sign. It may mean that employees or customers simply no longer care enough to speak up. Research worldwide shows that around 70% of the workforce is emotionally disconnected from their jobs. They show up, do their work, but their minds and hearts are elsewhere—quietly planning their next move. Or it could mean people are afraid to speak up. If your company has long promoted an agenda of “positivity,” employees may feel unsafe expressing concerns. They worry about being labeled complainers or disrupting the status quo. Here’s the counterintuitive truth: a certain degree of negativity is actually a sign of a healthy work environment. When disagreements, criticism, or even...

Before we think about techniques or skills, it helps to look at something more basic: how we are perceived, and how consciously we shape that perception. Who Am I and Who Do I Want to Become? Most of us feel a certain apprehension in social situations — such as passing an exam, speaking in public, or going out on a date. This apprehension reflects our awareness that, in any social situation, we are going to be judged. Others will form an impression of us. In some cases, this impression is critical to our goals: • To get a job or a promotion • To sell our products or services • To pass an exam • To make the other person like us These judgments are highly relative. They depend on who we are (or pretend to be), on who our interlocutor is, and on what the necessities of the situation are. This leads us to a more fundamental set of questions: Who are you? Who do you pretend to be? Why is this important? Roles Whether we want to or not — whether we are aware of it or n...

As a communication coach, I regularly encounter two widespread misconceptions: ·         A communication coach needs to be a perfect communicator. ·         A communication coach needs to tell you how to communicate. Before addressing these two assumptions directly, let me begin with a personal failure. A Personal Case Study Alongside my work as a psychologist, I have long taught foreign languages as a hobby. Some years ago, I approached a new potential client here in Moldova: an international company. I had developed a new concept for teaching Business English—one based on role-playing challenging workplace situations and tailoring each session to the specific realities of the client. My wife strongly criticized me for giving away too much, but I decided to offer the company one free month: two 90-minute lessons per week, delivered by me at their headquarters. My reasoning was simple. Since my approach ...

We live in a world obsessed with constant improvement. Every year, a new iPhone—or Samsung—arrives, faster, smarter, and cheaper than the last. But what about our human skills? Are we really better listeners, negotiators, salespeople, or managers than people were 50 or 100 years ago? Sure, we have incredible tools today—spreadsheets, spellcheckers, and even AI. Yet every profession still relies on a purely human component. In fact, as technology advances, these human qualities often become the decisive differentiator in business. Consider free internet. In the 1990s, I cycled 30 minutes to my local library just to read online newspapers in Romanian. Back then, free internet was a major differentiator. Today, free Wi-Fi is everywhere, but most people already have mobile data. Decisions are now based on other factors. The same is true in business: technology alone no longer sets you apart. Communication skills—how we interact, listen, and connect—are increasingly what matters. Th...