Self-disclosure is among the most critical steps in creating close social ties within teams in the workplace. Venditti and McLean assert that self-disclosure involves revealing personal information to other people, usually after establishing a growing trust-based relationship (23). People reach the self-disclosure level as trust grows through repeated positive interactions, a process that may take some time depending on the level of communication between team members. The social penetration theory holds that conversations advance from superficial to intimate forms over time, as people get used to each other through a gradual self-disclosure process (Venditti and McLean 96). However, a careful approach to self-disclosures is necessary to avoid revealing personal limitations, which could affect one’s professional reputation detrimentally.
Almost everyone who has worked in teams, whether in school or the workplace, has experienced a negative self-disclosure encounter at some point. Often, it only dawns that the personal information revealed is excess when reputation damage has already occurred. I experienced a negative self-disclosure effect in my first month working as a trainee. I found myself sharing more details than I would consider necessary with my supervisor after having fallen into relationship problems with my lover. I felt overwhelmed, and these personal challenges were affecting my ability to deliver at work. I needed someone to share the story for relief, although the supervisor was not the right person since the disclosure affected our relationship at work.
Self-disclosures directly impact workplace relationships, especially when they involve people in the same teams. Supervisors may express tolerance towards team members who have disclosed their challenges, as happened in my case. The supervisor referred me to a counselor who proved resourceful. However, much as I was able to recollect myself, my work relationship with the supervisor changed drastically. I often felt uncomfortable with him because he knew too much about my failed relationship. As I came to learn, the supervisor avoided questioning me whenever I reported late, as had been the case in my first few months in the company. My experience could be considered a perfect example of the negative effects of self-disclosures.
Essentially, people resort to self-disclosure for various reasons, such as the pursuit of social support and catharsis. Gibson posits that people may opt to disclose their personal information for relief from pressing issues, whereas others may decide to avoid self-disclosures in fear of rejection or loss of privacy (589). I should have avoided my disclosure to the supervisor to protect my privacy. However, I needed to clear my name because he became increasingly inquisitive after summoning me twice for absenteeism and late reporting. In addition, I felt that I needed to share the story for relief. I only realized that I was ignorant of the disclosure implications later when I started feeling unease in the supervisor’s presence.
Often, circumstances force people to disclose more information than necessary, especially when under pressure to defend themselves, as was the situation in my case. Venditti and McLean note that the desire to secure and protect one’s career pushes lower-status colleagues to disclose more personal information than necessary (128). The only thing I could have altered is the degree of self-disclosure by limiting the details to the fact that I was having some relationship problems that affected me emotionally and psychologically. I could not control the issue of time (when) and place (where) because the supervisor demanded explanations. Possibly, I could have disclosed fewer details if I had better control of the situation.
In overview, it is apparent that people need to approach self-disclosures keenly to safeguard their professional reputations. The amount and type of information disclosed must be restrained based on the nature of prevailing interpersonal relationships. Excessive disclosure may limit interpersonal relationships, whereas the complete lack of the same hinders communication. Nevertheless, self-disclosures can significantly taint one’s professional reputation if misrepresented or misinterpreted. The effects might not be immediate or obviously visible because they are often manifested in communication and relationships. Hence, a careful balance must be established to determine the amount of information to disclose.
Works Cited
Gibson, Kerry Roberts. “Can I Tell You Something? How Disruptive Self-disclosure Changes Who ‘We’ Are.” Academy of Management Review, vol. 43, no. 4, 2018, pp. 570–589.
Venditti, Phil, and Scott McLean. An Introduction to Group Communication. Creative Commons, 2012.