Spring 2007Communications1. Spring 2007Communications2 Why communicate? The communications process...
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Transcript of Spring 2007Communications1. Spring 2007Communications2 Why communicate? The communications process...
![Page 1: Spring 2007Communications1. Spring 2007Communications2 Why communicate? The communications process and characteristics Barriers to effective communications.](https://reader035.fdocuments.us/reader035/viewer/2022062217/56649f165503460f94c2b8fd/html5/thumbnails/1.jpg)
Spring 2007 Communications 1
Communications
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Spring 2007 Communications 2
Communications
• Why communicate?
• The communications process and characteristics
• Barriers to effective communications
• Improving communications
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Spring 2007 Communications 3
Why Communicate?
• To convey information• To receive information• To determine what information needs to be sent or obtained• To gain acceptance for you or your ideas• To motivate other people• To maintain relationships with coworkers, clients, etc.• To establish trust• To keep people involved in a project• To produce action or change• To understand the wants and needs of your stakeholders• To express your emotions or feelings
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Noise
The Communications Process
Receiver
Sender
Message
Barriers
Barriers
Feedback
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Spring 2007 Communications 5
Encoding Issues
• Standardized encoding procedure• Financial reporting
• Encoding to deceive• Deliberate deception / fraud• “Spin”
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Spring 2007 Communications 6
Spin in the Want-Ad
"IMMEDIATE OPENING" The person who used to have this job gave notice a month ago. We're just now running the ad."
SALES POSITION REQUIRING MOTIVATED SELF-STARTER
"We're not going to supply you with leads; there's no base salary; you'll wait 30 days for your first commission check.
COMPETITIVE ENVIRONMENT
"We have a lot of turnover."
MUST BE DEADLINE ORIENTED
"You'll be six months behind schedule on your first day."
DUTIES WILL VARY "Anyone in the office can boss you around."
NO PHONE CALLS PLEASE
"We've filled the job; our call for resumes is just a legal formality."
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Spring 2007 Communications 7
Types of Communications
• Forms of communication• Verbal• Written • Non-verbal
• To Whom• Immediate coworkers• Supervisor / subordinates• Others within own organization• Customers and clients• Suppliers / vendors
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Spring 2007 Communications 8
Communications Channels
• Face-to-face
• Telephone
• Grapevine
• Memos, letters
• Formal reports
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Spring 2007 Communications 9
Channel Richness
• Channel Richness• A channel’s ability to transmit information, including the
ability to handle multiple cues simultaneously, encourage feedback, and focus personally on the receiver.
• Why Is It Important?• More cues (i.e., words, tone of voice, and non-verbals)
allow more information to be transmitted• Feedback ensures that listener has opportunity to obtain
additional information or clarify any uncertainties• Personal focus permits customizing message and
encourages listener attention
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Spring 2007 Communications 10
HighChannelRichness
LowChannelRichness
Face toface
E-mail,voicemail
FormalReport
Phonecall
Memos,Letters
Channel Richness: Specific Channels
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Spring 2007 Communications 11
Non-Verbal Communications
• Voice
• Appearance
• Face and eyes
• Posture and movement
• Personal space and distance
• Time
• Physical environment
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Spring 2007 Communications 12
Barriers to Communications
• Information overload
• Noise
• Language
• Filtering
• Selective perception
• Defensiveness
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Spring 2007 Communications 13
Information Overload
• Multiple communications• Phone and voicemail• Email• Pager• Cellphone• Reports and memos
• What price peace and quiet ??
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Spring 2007 Communications 14
Noise
• Physical noise and distractions
• Environment (cold, heat, dust)
• Preoccupations
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Spring 2007 Communications 15
Language Issues
• Actual language
• Accents, etc.
• Volume and speed
• Jargon
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Spring 2007 Communications 16
Filtering
• Sending on the news you think your audience wants to hear
• Impression management
• What happens to the messenger bringing bad news…...
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Spring 2007 Communications 17
Perception
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Spring 2007 Communications 18
Selective Perception
• Stereotypes• Women are fluffy, Asians good with math, etc.
• Halo Effect• Generalizing from one aspect of the person to
another; she’s sloppily dressed, therefore, she’s not too bright
• Projection• Assuming one’s own motives apply to others; he’s
not too honest, so he assumes others will not be, either.
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Spring 2007 Communications 19
More Perceptual Errors
• Primacy and Recency Effects• Bad / good first impressions or most recent
perceptions
• Perceptual Readiness• We hear what we expect or want to hear or what
we’re told to hear. For example, if you're told the professor is good, you’ll perceive her favorably.
• Perceptual Defense• We ignore threatening information.
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Spring 2007 Communications 20
Attribution
• I’m creative• You’re disorganized• He’s a slob.
• Also, external and internal attributions for success and failure• I failed because of circumstances; you failed
because you didn't try
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Spring 2007 Communications 21
Defensiveness
• A response to perceived threat or criticism
• What is it?• Personal attacks• Sarcasm• Questioning motives
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Spring 2007 Communications 22
Supportive and Defensive Climates
SUPPORTIVE
• Description• Problem Orientation• Spontaneity• Empathy• Equality• Provisionalism
DEFENSIVE
• Evaluation• Control• Strategy• Neutrality• Superiority• Certainty
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Spring 2007 Communications 23
I Don’tKnow
I WasWrong
I NeedHelp
The Three Hardest Things to Say
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Spring 2007 Communications 24
Improving Communications
• Listening
• Openness
• Feedback
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Level 1: Unrelated
Response
Level 2:
Tangential Response
Level 3:
Furthering Response
Level 4: Feeling Response
The Levels of Listening
“I had a bad accident yesterday, but nobody was hurt”
“Did you hear that Ed and Mary are getting married?”
“Cars are a pain; my air is out.”
“Were you on Nonconnah when it happened?”
“I know you must be relieved to be safe”
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Spring 2007 Communications 26
How to Listen
• Stop talking. You cannot listen if you are talking !
• Put the talker at ease.
• Show the talker that you want to listen.
• Remove distractions.
• Empathize. See the situation from the other person’s point of view.
• Be patient.
• Hold your temper.
• Go easy with arguments and criticisms. When you argue, even if you win, you lose.
• Ask questions to show interest and encourage response.
• Stop Talking. This is both first and last, because all other guides depend on it.
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Spring 2007 Communications 27
How to Listen
Nature gave people two ears but only one tongue, which is a gentle guide that they should listen more than they talk.
Nature gave people two ears but only one tongue, which is a gentle guide that they should listen more than they talk.
Listening requires two ears, one for meaning and one for feeling.
Listening requires two ears, one for meaning and one for feeling.
Decision makers who do not listen have less information for making sound decisions.
Decision makers who do not listen have less information for making sound decisions.
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Spring 2007 Communications 28
Giving Effective Feedback
WEAKNESSES
• Evaluative• Do it indifferently• General• Uncontrollable• Late• Analyze• Negative only• Punish
STRENGTHS
• Descriptive• Feelings evoked• Specific• Controllable• Timely• Effect• Positive and negative• Help
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Spring 2007 Communications 29
Receiving Effective Feedback
STRENGTHS
• Elicit• Listen• Check• Clarify• Ask others
WEAKNESSES
• Wait• Wonder• Assume• Justify• Discount