Midterm study guide
?Chapter 1
Communicating at Work
?The Importance of Communication
?The Nature of Communication
?Communication Principles
?Using Communication Networks
?Choosing the Optimal Communication Channel
?The Importance of Communication
?Communication skills:
–are vital to personal success at work
–are a major factor in job interviews
–help determine success or failure for a company
–are in use during 75% of your work day
–determine life or death in some occupations
?The Importance of Communication
?The Nature of Communication
Communication is a process in which people who occupy differing environments exchange messages in a specific context via one or more channels and often respond to each other’s messages through verbal and nonverbal feedback.
?The Nature of Communication
–Sender
–Message
–Encoding
–Channel
–Receiver
–Decoding
–Feedback
–Noise
?Communication Principles
?Communication is:
–unavoidable
–two-level
–irreversible
– a process
–not a panacea
–ethically challenging
?Communication Principles
?Ethical frameworks
–Kant’s Categorical Imperative
–The Utilitarian Rule
–The Golden Rule Standard
–The Professional Ethic
–The “60 Minutes” Test
?Utilitarian ethics
?An action is right if it produces the most possible good outcomes and fewest bad outcomes….people should try to ensure that their actions maximiz e overall happiness or pleasure.
?Golden rule standard
?“ Never impose on others what you would not choose for yourself. ” Kongzi
?“ One who, while himself seeking happiness, oppresses with violence other beings who also desire happiness, will not attain happiness hereafter. ” Buddhism
?“ And if your eyes be turned towards justice, choose thou for thy neighbour that which you choose for yourself. ” Bahá’í
?Professional ethics
?Most organizations have rules of professional ethics which are meant to guide one’s b ehavior and decision-making. One’s peers hold themselves and others to this standard and it is used for disciplinary action if needed.
?“60 minute test”
?Using Communication Networks
A communication network is a regular pattern of person-to-person relationships through which information flows in an organization.
?Kinds of Communication Networks
–Formal
?Designed by management for job accomplishment
?Downward communication from superiors to subordinates
?Upward communication from subordinates to superiors
?Horizontal communication between members with equal power ?Kinds of Communication Networks
–Informal
?Not part of official relationship hierarchy
?Arise from many different sources including friendships, clubs, proximity, and
families
?Serve many functions, often complementary or supplementary to formal
networks
?Using Communication Networks
?Cultivating Personal Networks
–View everyone as a networking prospect
–Get referrals to secondary sources
–Seek a mentor
–Become a bridge
–Ask questions
–Don’t flaunt informal shortcuts
?Choosing the Optimal Communication Channel
?Face-to-face
–Speed
–Control
–Instantaneous feedback
–Personal quality
–Difficult to arrange
–Can be expensive and time-consuming
–Exaggerates personality differences
?Choosing the Optimal Communication Channel
?Teleconferencing
–Minimizes expense of face-to-face over large distances
?Telephone
–Minimizes cost and delays of face-to-face
–Lacks visual component of face-to-face
–Initiator does not know physical context of receiver
–Easier to initiate than teleconferencing
?Choosing the Optimal Communication Channel
?Voice mail
–Has some personal elements of telephone
–Dealing with cumbersome automatic voice mail programs can be annoying
–One-sided voice communication can shortcut conversational overhead and intermediaries
?Choosing the Optimal Communication Channel
?Written communication
–Permanent
–Deals well with complex subjects
–Permits time for composition
–Less prone to errors
?Choosing the Optimal Communication Channel
–Prevalent in USA and Canada
–Instantaneous but asynchronous
–Can bypass intermediaries
–Can be one-to-one or one-to-many
–Can lead to trouble due to deceptive appearance of privacy
–Can facilitate routine communications
?Choosing the Optimal Communication Channel
?Computer conferencing
–Allows group development of documents in real-time
?Instant messaging
–Strong real-time element
–Less disruptive than telephone
–Less demanding of normal personal protocol
–Permanent record possible
?Choosing the Optimal Communication Channel
?Communicating at Work
Communication is a process in which people who occupy differing environments exchange messages in a specific context via one or more channels and often respond to each other’s messages through verbal and nonverbal feedback.
?“To be or not to be, that is the question”
?Two basic types of questions
1.Closed questions:
–Get a one-word response and inhibit thought.
–Questions begin with who, when and which
2.Open-ended questions:
–Invite unique thought, reflection or an explanation.
–Questions begin with how, what and how come (not why!). ?Practice Questioning
?Rephrase the following closed questions to make them open-ended:
1.Are you feeling tired?
2.Isn’t it a nice day?
3.Was the last activity useful?
4.Is there anything bothering you?
5.So everything is fine, then?
?Practice asking open and closed questions
?Chapter 4
Listening
?The Importance of Listening
?Barriers to Effective Listening
?Listening Styles
?Listening More Effectively
?Types of Listening
?Listening and Speaking are used a lot…
?… But not taught enough
?Fast Facts
?We listen at 125-250 wpm, think at 1000-3000 wpm
?75% of the time we are distracted, preoccupied or forgetful
?20% of the time, we remember what we hear
?More than 35% of businesses think listening is a top skill for success
?Less than 2% of people have had formal education with listening
?THE FOUR STEPS OF LISTENING
?HEARING/PERCEPTION
?INTERPRETATION
?EVALUATION
?RESPONSE/ACTION
?Hearing/Perception
?The Listening Process begins when you hears sounds and concentrate on them
?You tune in when you
a)Sense that the message is important
b)Are interested in the topic
c)Are in a mood to listen
?Perception is reduced by impaired hearing, noisy surroundings, inattention and pseudo listening ?Advantages of listening
?Quality communication
?Positive attitude
?Cordial relationship
?Participation
?Decision Making
?Hearing and Listening
Hearing
?Physical process
?Mechanical
?Effortless
?No energy is used
?Passive
Listening
?Physiological
?Chemical
?Involves efforts
?Energy is utilized
?Active
?Listening, not just hearing
?Pseudo-listening: acting like you’re listening;
?Selective listening: only listening to the part of a conversation we want to; ?Defensive listening: taking what we hear as an attack;
?Ambushing: listening for information that is then used to attack the other ?Listening, not just hearing
?Insulated listening: avoiding unpleasant themes in a conversation;
?‘Stage hogging’: turns any conversation into something about themselves ?Listening is HARD
?It takes effort
?Our thought is faster than speech
?Too much information given
?Psychological noise
?Physical noise
?Faulty assumptions: words & meanings, one’s own ideas
?Listening and speaking require energy
?Listening takes. . .
concentration and energy
curiosity and open-mindedness
analysis and understanding
?Speaking requires. . .
sharp focus
logical thinking
clear phrasing
crisp delivery
?The Importance of Listening
?Listening is one of Stephen Covey’s “Seven Habits of Highly Effective People”?“The better you listen, the luckier you will get.” – Kevin Murphy
?Of all business skills, Listening is the most important and prevalent
?Barriers in listening
Emotional disturbance
Abstracting
Preconceived notions
Pretended listening
Inattentiveness
Attitude
Snap Reaction
?Barriers to Effective Listening
Misunderstandings: the rule, not the exception
Physiological Barriers
?Hearing deficiencies
?Rapid thought and Generative Listening
Environmental Barriers
?Physical distractions: cold, noise
?Communication channel noise
?Overloaded communicant
Attitudinal Barriers
?Preoccupation
?Egocentrism
?Fear of appearing ignorant
?Abdication of responsibility of conversation
?Assumption that listening is passive
?Assumption that talking is more advantageous than listening
Big people monopolize the listening.
Small people monopolize the talking.
― David J. Schwartz
?Barriers to Effective Listening
Sociocultural differences
?Cultural differences
?Accent
?Degree of experience with differing speech styles
?Conversational parameters, such as topic flow and use/prevalence of
silence
?Gender differences
?Listening purpose and ambiguous conversational events
?Status and competition for others’ attention
Lack of training
?Though most people listen, few listen well
?Listening skills are becoming part of a company’s training programs ?Listening Styles
People-oriented
?Creating and maintaining positive relationships
Action-oriented
?Accomplishing the task at hand
Content-oriented
?Evaluating an issue from a variety of perspectives
Time-oriented
?Efficient use of time as a resource
?Listening More Effectively
Minimize distractions
Talk less
Pay attention to verbal cues
Pay attention to nonverbal cues
Ask questions
?Sincere questions
?Counterfeit questions
?Statements and advice
?Traps
?Hidden agendas
?Leading questions
Paraphrase
Active and Effective listening
Definitions
?Effective Listening is the listening to the words of the speaker and the meaning of the words.
?Active Listening is a process in which the listener takes active responsibility to understand the content and feeling of what is being said and then checks with the speaker to see if he/she heard what the speaker intended to communicate.
?Active Listening… Allows you to make sure you hear the words and understand the meaning behind the words
?Goal: go beyond listening to understanding
?Elements to Effective/Active Listening
Content: The subject the speaker is addressing.
Feelings: The emotions the speaker has when discussing the subject.
Process: The manner the speaker delivers the subject matter.
Clarification: The ability of the individual listening to ask questions and to seek understanding of the subject matter.
?Active Listening (4 Steps)
1.Listen
2.Question
3.Reflect-Paraphrase
4.Agree
?Paraphrase
Verify and Clarify
Paraphrasing content
?“So we will talk after dinner, which is at 6?”
Paraphrasing intent
?“You are doing this to see who’s interested?”
Paraphrasing feeling
?“You seem disappointed.”?Types of Listening
?Listening for information
Withhold judgment
Be opportunistic
Look for an outline or thesis
Take notes
Repeat what you’ve heard
?Types of Listening
?Evaluative listening
Get info before evaluating
Consider the speaker’s motives
Examine the data
Judge credentials
Examine emotional appeals
?Types of Listening
?Listening to help
Five categories of helping responses
?Advising
?Analyzing
?Questioning
?Supporting
?Paraphrasing
Avoid being judgmental
Take time
?Chapter 5
Interpersonal Skills
?Building Positive Relationships
?Dealing with Criticism
?Managing Conflict
?Negotiation and Problem Solving Skills
?Interpersonal Skills
?Interpersonal Skills
Emotional intelligence consists of the ability and skills of interacting well with others.
?External Constraints on Emotions
?Felt vs. Displayed Emotions
?Emotional Intelligence
Self-awareness = Know how you feel
Self-management = Manage your emotions and impulses
Self-motivation = Can motivate yourself and persist
Empathy = Sense and understand what others feel
Social Skills = Can handle the emotions of others
?Building Positive Relationships
?Communication Climate
–What is the quality of personal relationships in the organization?
–Confirming messages express feelings of value
–Disconfirming messages are not confirming
?Jack Gibb
Supportive Environment
?Building Positive Relationships
?Six Elements of Confirming Behavior
–Use “I” language instead of “you” language
?“I’m worried about the promise you made. I don’t see how we can get the job done by the end of the month.”
–Focus on solving problems, not controlling others
?Invoking direct control leads to long-term difficulties
?Use problem-solving language to develop solutions
?Building Positive Relationships
?Six Elements of Confirming Behavior
–Be honest: don’t manipulate
?Manipulation can end in long-term defensiveness
?Simple honesty clarifies messages and earns respect
–Show concern for others
?Indifference is disconfirming
?Genuine interest is powerfully confirming
?Building Positive Relationships
?Six Elements of Confirming Behavior
–Demonstrate an attitude of equality
?Acting superior implies that others are inferior
?Talent doesn’t justify arrogance
?Example: Al Neuharth, founder of USA Today
–Listen with an open mind
?Other peopl e’s knowledge will teach you
?Handling other people’s contributions openly will result in more contributions
?Remember you can only change your own communication; you can’t change another person.
?Building Positive Relationships
?Giving Praise
–Make praise specific
?“You really kept your cool when that customer complained”
–Praise progress, not just perfection
?Praising only outstanding performance may leave you with nothing to say ?Building Positive Relationships
?Giving Praise
–Praise intermittently
?Constant praise is too rich a diet
–Relay praise
?Praise others in front of others
?Relay praises heard to the one being praised
–Praise sincerely
?Insincere praise insults the praised
?Be culturally aware
?Dealing with Criticism
?Giving Constructive Criticism
–Consider the…
?content (limited, accurate, clear, beneficial)
?sender (credible, appropriate)
?relational climate (positive, shared, helping)
?delivery (face-saving, non-judgmental)
?Responding to Criticism
–Four responses to criticism
?Fight
–“Not my fault”
–“Someone else’s fault”
?Flight
–Avoiding critics
–Mental disengagement
?Dealing with Criticism
–Four responses to criticism
?Gather information
–Get examples or clarification: “Can you describe…?”
–Make educated guesses: “Was it this?”
?Agree with the criticism
–Agree with the facts
–Agree with the critic’s perception
–Emphasize common ground
?Dealing with Criticism
–Work for a Cooperative Solution
?After the critic knows you have received and understood the criticism:
?Ask for the chance to state your view
–“May I tell you my perspective?”
?Focus on a solution, not on finding fault
–“How can we handle this?”
?The Conflict Process
?Managing Conflict
?Approaches to Conflict
–Avoiding
–Accommodating
–Competing
–Collaborating
–Compromising
?Dimensions of Conflict-Handling Intentions
?Handling Conflicts Assertively
–Identify the goal
–Choose the best time to speak
–Rehearse the statement
–Pinpoint the behavior you want to discuss
–Explain your reaction
–Make a request
–Describe the consequences
Negotiation occurs when two or more parties discuss specific proposals to find a mutually acceptable agreement.
?Negotiation and Problem Solving Skills
?Negotiation and Outcomes
Win-lose orientation → Only one side can reach its goals
Lose-lose orientation →Can turn into mutual destruction
Compromise → When limited resources are available
Win-win orientation → Solutions satisfy all parties
?Negotiation and Problem Solving Skills
?Win-win Negotiation
–Looks beyond means to ends
–Used by highest-performing organizations
–Example: Reduced work day for a working parent
–Example: Increasing employee compensation
–Example: Hiding an antenna in a church steeple ?Successful Win-win Negotiation
1.Identify the needs of both parties
2.Brainstorm possible solutions
3.Evaluate alternative solutions
4.Implement the solution
5.Follow up on the solution
?Nonverbal Communication
?Nonverbal behavior…
…is always communicative
…is powerful
…is ambiguous
…expresses attitudes
…is culture-bound
?Types of Nonverbal Communication
…The face and eyes
Interaction control
Eye contact
…Posture and movement
Control of privacy
Body relaxation/tension
Height and dominance
?Nonverbal communication
?Technical level
?Formal level
?Informal level
?Functions of Nonverbal Communication
…To complement and illustrate
…To reinforce and accentuate
…To replace and substitute
…To control and regulate conversation
…To contradict
…To give feedback
Nonverbal Communication - all elements of communication that do not involve words
Four basic types
?Proxemics -an individual’s perception & use of space
?Kinesics - study of body movements, including posture
?Facial & Eye Behavior - movements that add cues for the receiver
?Paralanguage - variations in speech, such as pitch, loudness, tempo, tone, duration, laughing, & crying
?Examples of
Decoding Nonverbal Cues
?Kinesics
?Study of movement and its effects on communication
?Proxemics: Territorial Space
?PROXEMICS
Territorality
?Crowded areas
?Elevator space
?Library space
?Office space/ study space