University of Isfahan Positive Psychology Research 2476-4248 2 4 2017 02 19 Explaining the Model of Intrapersonal Communication Competence Encouraging Positive and Effective Relationship in Organizations from the perspective of the Academic Experts Explaining the Model of Intrapersonal Communication Competence Encouraging Positive and Effective Relationship in Organizations from the perspective of the Academic Experts 19 38 21729 10.22108/ppls.2017.21729 FA Hossein Damghanian Member of board of teachers, Semnan University Mohammad Yazdaniziarat Ph.D. Candidate in behavioral management, School of Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran Journal Article 2017 01 14 The purpose of this study was to investigate the intrapersonal communication competencies (ICC) that encourage positive and effective relationships in  organizations, as well as identification of its components and determination of the quality of interaction between them, from the perspective of academic experts; by using interpretive structural methodology (ISM). The sample comprised of 17 academic experts who were selected using snowball sampling. Research tools for gathering data was a researcher made matrix table. Findings showed that 9 important components of ICC were Self-awareness, positive self-concept, positive self-talk, self-esteem, self-confidence, optimism, imagination interactions, self-management, and having a frame of reference. By using interpretive structural methodology, these were placed at 4 different levels of interaction. The results of power and dependence diagram analysis showed that having a frame of reference, positive self-concept, and self-esteem which were placed in influence area were more effective than other components on intrapersonal communication competencies. Then, self-awareness, self-confidence, optimism, positive self-talk, and imagination interactions which were placed in linkage area were important components of intrapersonal communication competencies. Self-management also was placed on the dependent area; and none of the components were placed on the autonomous area. In general, the results showed that the components of intrapersonal communication competencies at different levels have effects on each other, and changes in the quality of each component cause changes in quality of other components at the same level as well as the next levels, which in turn cause changes in the quality of positive and effective organizational relationships. <br /><strong> </strong> <br />  The purpose of this study was to investigate the intrapersonal communication competencies (ICC) that encourage positive and effective relationships in  organizations, as well as identification of its components and determination of the quality of interaction between them, from the perspective of academic experts; by using interpretive structural methodology (ISM). The sample comprised of 17 academic experts who were selected using snowball sampling. Research tools for gathering data was a researcher made matrix table. Findings showed that 9 important components of ICC were Self-awareness, positive self-concept, positive self-talk, self-esteem, self-confidence, optimism, imagination interactions, self-management, and having a frame of reference. By using interpretive structural methodology, these were placed at 4 different levels of interaction. The results of power and dependence diagram analysis showed that having a frame of reference, positive self-concept, and self-esteem which were placed in influence area were more effective than other components on intrapersonal communication competencies. Then, self-awareness, self-confidence, optimism, positive self-talk, and imagination interactions which were placed in linkage area were important components of intrapersonal communication competencies. Self-management also was placed on the dependent area; and none of the components were placed on the autonomous area. In general, the results showed that the components of intrapersonal communication competencies at different levels have effects on each other, and changes in the quality of each component cause changes in quality of other components at the same level as well as the next levels, which in turn cause changes in the quality of positive and effective organizational relationships. <br /><strong> </strong> <br />  https://ppls.ui.ac.ir/article_21729_477588f24da72390f18887840edb4768.pdf