Comm 1 Barriers

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Damanjit Virk

BusinessCommunication


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Communication


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www.wchsolutions.com

What is communication?

What do you think communication is? Howwould you define it?

Take a few moments write down some of yourthoughts


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What is communication?

w

w

w

w

w

H What

When

Where

Why

Who

How


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The Process of Communication

Communicationis a process that involves thetransmission of meaningful information from oneparty to another through the use of shared symbols.

Communication from Latin verb communicare = makecommon , share, participate, impart .It is successful when meaning is understood.It is the basis of all interactions.


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2. Communication

Communication is defined as the interchange ofthoughts or opinions through shared symbols; e.g.language, words, phrases, body language etc.

Some synonyms of the word communication are:message,directive, word, contact, commerce,communion, intercommunication, intercourse,converse, exchange, interchange, conversing,

discussing, talking, conversation, discussion, talk,advice, intelligence, news, tidings.


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3.Communication

The art & technique of using words

effectively by participants to impartinformation or ideas or feelingsthrough common language or

means.An active process which involves

encoding, transmitting, and decoding

the intended messa e.


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The Process of Communication

Facts bits of information that can be objectively measured. Feelingsan individuals emotional responses to decisions.


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Nature & Features

Nature: It is a 2 way exchange, inevitable,systemic, social, dynamic, continuous, involvestransaction, spiraling process, contextual and skill

based.

Its nature conversationalIt has 5 identifiable featuresMeaning based,conventional,appropriate,interactionaland structured (macro and micro).


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Seven Communication Myths

We only communicate when we want to communicate Words mean the same to both the speaker and the

listener We communicate chiefly with words Nonverbal communication is passive communication Communication is a one way street The message we communicate is the message that the

listener receives There is no such thing as too much information


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Good communicators. Know what they want to say Establish and maintain relationships Understand others perspective Active listeners Understand and clarify messages


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Four facets of communication

Three are four facets in all types ofcommunication:o Sendero Receivero Informationo Behavior


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Sender-Receiver Model

Sender:o initiates a thought/feelingo Encodes it into wordso Transmits it

Receiver:

o Decodes the messageo Assigns thought/feelings to a responseo Encodes a responseo Sends a message back


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Four facets of communication

In any communication:

o The Senderis the person trying to communicate amessage

o The Receiveris the person at whom the messageis directed

o A message is sent to convey informationo Information is meant to change behavioro Encoding:Changing the message from mental

form to symbols into words ,gestures, signs of

visual/aural language.o Decoding:Interpreting the symbols or words

together with tone, attitude and choice of words.


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The Communication Model

Feedback

Noise

NoiseCommunicationChannel

Sender(encodes message)

Receiver(decodes message)

2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill


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Two-way Communications :Process ofsending and receiving information among people

Feedback makes it complete.

SENDER

RECEIVERDecoding-

Encoding of response(perceived meaningand interpretation)

Channel

Feedback

receiver sender

Channel formessage


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The Communication Process: Feedback

Feedbackallows the sender to clarify the message if itstrue meaning is not received.o Two-way Communications communication channels

that provide for feedback.o One-way Communications communication channels

that provide noopportunity for feedback.



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How do we communicate?

Think of the many ways in which youcommunicate

Take a few moments to write down some of yourthoughts


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What are the most common ways we communicate?:CHANNELS

Spoken Word

Written Word

Visual Images

Body Language


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How we communicate

We communicate and build interpersonalrelationships through:o Speecho Writingo Listeningo Non-verbal languageo Music, art, and crafts

(All above are Scope)


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Dialogue

MonologueDiscussion

Body languageGesturesPosturesFacial expression


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Classification by numbers

Intrapersonal Interpersonal Group Mass Meta Communication: Choice of words

unintentionally communicates meaning. Eg:Ihave never seen you so smartly dressed

Paralinguistic/ Paralanguage :Tone


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TOTAL VERBAL COMMUNICATION PROCESS


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Methods of Communication

Used Taught/AddressedListening 45%LeastSpeaking 30%

Reading 16%MostWriting 9%Listening:45% of Communication ---------------------- 25% Efficiency

80% of working day involves communication


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Missed communication

As Purchasing orderedit.

As the Art Dept.designed it.

As the Supervisorimplemented it.

As the ManagerRequested it.

As Marketing wrote itup.

What the Employee reallywanted!


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70 % or all our communication effortsare:

misunderstood, misinterpreted,rejected, disliked, distorted, or notheard (in the same language, same

culture)!

70%


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Why do we Mis- Communicate?

lack of Clarity Lack of vocabulary to express thoughts and

feelings Lack of fluency Lack of listening ability


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Why we communicate- Functions

We communicate to:1. Share our ideas and opinions2. Provide feedback to others3. Get information from others4. Gain power and influence5. Problem solving6. Decision making7. Facilitating change8. Develop social relationships, group building, gate keeping, industrial

relations.9. Management roles: Motivating, job instructions, performance feedback,

controlling, ensuring effectiveness etc.10.Maintain self-expression and our culture11.Spreading rumours or grapevine12.Emote


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Methods of Communication

Used Taught/AddressedListening 45%LeastSpeaking 30%

Reading 16%MostWriting 9%Listening:45% of Communication ---------------------- 25% Efficiency

80% of working day involves communication


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Evaluation of CommunicationEffectiveness

Fidelity-Distortion free quality of a message. Economy-Minimum of energy, time, symbols and cues

used encode to maintain fidelity & impact. Congruence-of verbal and NVC

Influence -of sender over receiver, comfort & efficiency Relationship Building trust.


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Purpose & Scope

Purpose

Inform Persuade Educate Train Motivate Integrate Relate Entertain

Scope includesScope is unlimited Verbal & Non verbal; Interpersonal, Intrapersonal &

Mass; Human Communication; Reading, writing, speaking

and listening. and build interpersonal

relationships .

Music, art, and crafts


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Why Managers need


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Why Managers needCommunication skills?

6 Important Functions of Management:Forecasting, Planning, Organizing, Instructing,Coordinating, Controlling.Managers need to perform 3 inter-related roles: Interpersonal Informational Decisional


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Communicating With Employers

Follow-up Email Phone/Voice Mail Cell Phones Face to Face

You can get through life with bad manners,but it's easier with good manners.--- Lillian Gish


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Choosing your medium

To determine the best medium for yourmessage determine:o What you as the senderneed to achieveo What the receiverneeds to know. What the

receiverwants to knowo How detailed, important, and or personal the

informationin the message iso Which behavioryou want to influence and how

All messages do not reach the receiver due to


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distortion

Sender Receiver

Feedback

Distortion


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The Communication Process: Feedback

Feedbackallows the sender to clarify the message if itstrue meaning is not received.o Two-way Communications communication channels

that provide for feedback.o One-way Communications communication channelsthat provide noopportunity for feedback.


Two-way Communications :Process of sendingd i i i f ti t l F db k k it


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and receiving information to people Feedback makes itcomplete.

SENDER

RECEIVERDecoding-

Encoding of response(perceived meaningand interpretation)

Channel

Feedback

receiver sender

Channel formessage


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Constructive Feedback

Focus your feedback on specific behaviors . Keep personality traits out of your feedback by focusing

on whatrather than who. Investigate whether the employee had control over the

results before giving feedback about unsuccessfulbehaviors. Feedback should be given as soon as possible. Ensure privacy when giving feedback about negative

behaviors.


M i F i f C i i


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4 Main Functions of Communication

Information Control

Motivation

Emotional

expression andInterdependence

Communication

Scope of Communication in


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pManagement

External Dimension Building relationships withexternal agencies andstakeholders.

Establish a healthy externalorganizational climate of trust,cooperation, collaboration,innovation and commitment.

Advertising, publicity andpublic relation functions createpublic image and goodwill.

Internal Dimension

Formulating corporate vision,laying down policy objectives,implementation to achievegoals.

Proper understanding ofpolicies in their right spirit. Obtaining co operations and

for Communications withinand between functional depts.

Public relations Job related instructions,

suggestions , advice andorders.

C i ti t l


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Communication styles

1.Declaration2. Interrogation3. ImperativeRequest, Command, Exclamation ChooseAffirmative or Negative Specific well Defined, Clear, Explicit, Closed

General, Vague, Ambiguous SyntaxHumor, surprise, matter of fact, empathy Use power wordsAvoid problem words

A ti C i ti Skill


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Assertive Communication Skills

Assertive communication skillscommunicate inways that meet ones own needs while at thesame time respecting the needs and rights ofothers

Several less effective styles people tend to usebecause they are indirect or not mindful of needs:o Passive communication an individual does not let

others know directly what he or she wants or needs.o Aggressive communication a forceful approach that

expresses dominance or anger.o Passive-aggressive communication avoids giving

direct responses but rather tries to get even withothers.


Skills for Managing Communication


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Skills for Managing Communication

Presentation Skills

Nonverbal Communication Skills

Listening Skills


Assertive Communication Skills

O i ti l St t


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Organisational Structure

Organisational Structure gives rise to directionsand flow of InformationTwo CHANNELS: Formal and InformalIn downward flow effectiveness reduces to 20%

Dimensions or Patterns of Formal


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Organizational Communications

Downward Communication

Upward Communication- ParticipativePerformance, market info .financials,

grievance, appeals, reports, suggestions

Horizontal CommunicationFunctional managers of same level

reporting to same person, have commongoals, coordination mandatory


Three types of Formal Organizational


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yp gcommunication

Upward, Downward, LateraloLinking-pins

oOmbudsperson- Swedish for

commissioner to investigate publicgrievances against officials but nowimportant way of promoting upward

communication in American cos like GE,AT&T

Formal Communication


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Formal Communication.

Advantages Helps Maintain Authority and

fix responsibility Better coordination,

understanding andcooperation. Bias and preferences do not

effect, no leakage of info. No overlap, reliable. Memos letters etc. facilitate

smooth functioning, follow upand compliance.

Maintains respect andProtocol of Org. structure

Disadvantages Time consuming No emotional or social bonds

are established. Inhibits free flow of informationand hi end may not know of

vital info.


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Downward: AuthoritarianFeedback is tough, dilution,

filtered, withheld, distorted, time consuming,

Written Instructions Memoranda Letters Handbooks Policy statements Procedures Electronic displays

Oral Instructions Speeches Meetings Telephone others



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Depending upon the situation, one method ofcommunication may be better than another.1.In person: one-to-one2.In person: meetings, small groups3.In person: presentations, large groups4.Letter5.Memo6.Note7.Email8.Voice mail

Choosing your medium?


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Choosing your medium?

How would you communicate?o an organizational change in your unito the introduction of a new employeeo a change in someones job dutieso a reprimando notice of a meeting


Ans: Choosing your medium


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Ans: Choosing your medium

The best way to communicateo an organizational change in your unit by memo and

small group meetingso the introduction of a new employee by group and

one-on-one meetingso a change in someones job duties by memo and one-

on-one meetingo a reprimand in a one-on-one private meetingo notice of a meeting by memo and email

Managing Organizational


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Communications

Face-to-FaceCommunication

Written Communication

Electronic Communication

Informal Communication


Communication Channels Ranked by


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Information Richness

Richest Channel Leanest Channel

Physicalpresence (face-to-face,meetings)

Interactivechannels(telephone,electronic media,

voice mail, e-mail)

Personal staticchannels (memos,letters, reportstailored to receiver)

Impersonal staticchannels (fliers,bulletins,generalized

reports)

Best for non-routine,ambiguous,

difficult messages

Best for routine,clear, simplemessages


Grapevine


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p Phenomenon, informal, spontaneous, happens every where

people get together.-Flows down water coolers, hallways, lunch

rooms.More prevalent when: Uncertain times or difficult periods. Inadequacy or lack confidence, formation of groups. Formation of coterie or favorite groups by managers, leading to

insecurity or isolation. Exists as Chains: Straight(A>B>C By selection), Gossip (non office for everyone), Probability (random/indifferent selection of listener for interesting

but insignificant matter)

Cluster Chains (A to selected individuals and they to otherselected).

Grapevine


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Grapevine

Merits Speedy Transmission- planted

under guise of confidential ortop secret or between you andme.

Feedback on policies andpulse of organization.

Support other channels ofcomm. as a parallel.

Psychological strength,satisfaction, solidarity ofworkers and maintains socialentity of the organization

Demerits Undependable, not creditable,

can be contradictory. Incomplete and distortion of

information. Premature leakage of

information Can cast aspersions on

motives, any kind of storiesabout responsible people.

Can tarnish the image of thecompany.



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Also called the grapevineinformal communicationthat takes place at the workplace.

can be about promotions and other personnel decisions can be about company events (new products, downsizing) must be managed so that negative rumors do not hurt

morale Management by Wandering Around (MBWA)

dropping in unannounced for spontaneousconversations

builds levels of trust stops harmful rumors


Effective Use of Informal comm. by


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manager

Tactfully well informed Enhance self worth of employees Open door policy, healthy upward

communication. Identify leaders and get feedback. Discourage rumor mongering, small talk and

character assassination etc.


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FACTOID

The average employee receives about 190communications a day by paper, voicemail,

email, phone, etc.from a Pitney-Bowes survey

(90% time spent by high level, 65% by middle and 25% bysupervisors)

TYPES OF COMMUNICATION


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TYPES OF COMMUNICATION

ORAL FACE-TO-FACE MEETINGS INTERVIEWS

GRAPEWINE TELEPHONE

(VOICEMAIL)

WRITTEN.. ELECTRONIC

NON VERBAL


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Oral Communication

3 Principles used are:accuracy, brevity, clarity

Speaking


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Speaking

Speaking requires. . .

o concentration andenergy

o sharp focuso logical thinkingo clear phrasingo

crisp delivery

Styles of verbal communication


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y

Successful Organizations must learn two distinctlydifferent styles of communication. Monologue Dialogue Skillful Discussion Arguments Avoid, rather motivate or discuss Conversation - Popular Grapevine Interview Critical and complex approach Communication follows PATTERNS: like wheel, Y,

circle, all channel, nets, kite, slash etc. depending onthe hierarchy


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Features :Oral Communication


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Instantaneous 2 way process, used in daily life,involves 2, conversational nature, cannot beerased but has no record, used for all interactionsand relationships.Essentially used for:For groups: Persuasion, Negotiation, Meetings,Lectures/ Speeches, presentations, Seminars,conferences, workshops etc.For Individuals: Interviews, Telephone, Grapevine,Face to face.Only way out during Emergency.

FACE-TO-FACE


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FACE TO FACE

Most people prefer to getinformation face-to-face,especially from their

immediate supervisor

The Benefits(face-to-face)


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Is as important as the written word Helps to build good working relationships withcolleagues.

Economical wrt men and material resources. Immediate and having more impact. Used during emergencies. Opens two-way communication, Tool for persuasion

and group communication. Allows for immediate response to questions,

misinterpretations, feedback, evaluation etc. Takes advantage of voice and body language

The Challenges (face-to-face)


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g ( )

Use in-person communication when you have to

share information that will affect the audience Use for performance evaluations and feedback Use when the information being communicated

needs immediate attention Be prepared to answer questions directly andimmediately

Disadvantages


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Face to face spoken communication, however,leaves no record of what has been said, hencenot legal.

Gets distorted while in chain of travel. Possibility of misunderstanding. Unsuitable for long messages. Unsuitable for spread pout groups. Difficulty to assign responsibility and

accountability.

The Dos and Donts (face-to-face)


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( )

DO -- give people your undivided attention -- listen,really listen, give full attention

DO -- give people honest, direct and

comprehensive information DO -- treat peoples ideas and concerns as critical

and serious - EMPOWER THEM

Face-to-Facecont..


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DONT -- tell people what, tell them why,how, and the larger picture

DONT -- make the conversation one-way.Invite responses -- discuss and debate

DONT -- answer the phone or take a callwhen someone is in your office

Face-to-Face cont...


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DONT -- wait too long to ask for (or to give)feedback, gather information immediately

DONT -- hold back bad news. Treat people asintelligent adults, they want to hear the truth


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Communication is not over when youfinish delivering your message

STOP


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STOP= Stop before u start talking= Think think what u want to

peak= Organize Organize your thoughts= Proceed Proceed to talk

TIPS FOR EFFECTIVE ORAL COMMUNICATION

Regulate your pace of talking, Modulate your


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voice, Use intonation, Maintain eye contact,

Use facial expression, Be confident, Besincere and honest

Consider the objective, think aboutinterest of the receiver, use wit or

pleasantries, give full facts, be descriptivenot evaluative. Develop the conversation.

Learn to Listen and not hear, Take short pauses,Think before u talk, Be polite in tone, Avoid

disagreement. Use wide range of vocabulary, Dont be repetitive,vague.

Understand & respect your audience/the person Learn to read & understand non verbal language

Barriers


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All communication methods are important in training

but our emphasis will be upon the spoken word...since

70 % or all our communication efforts are:misunderstood, misinterpreted, rejected, disliked,

distorted, or not heard (in the same language, sameculture)!

70%

Barriers to communication


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What are barriers to communication that existin any work setting?

Take a few moments to write down some of your

thoughts

The Communication Process


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Feedback

Noise

NoiseCommunicationChannel

Sender(encodes message)

Receiver(decodes message)

The Communication Process:Barriers toEffective Communication


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Barriers can disrupt the accurate transmission ofinformation. These barriers take different forms:

o Sender barrier:o Encoding barriero Communication channel barriero Noise barriero Receiver barrier:o Decoding barriero Feedback barriero

Perception barrier


What causes distortion or the barriers tounderstanding/listening?


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Semantics(expressions/transmission of meaning),Perceptions

Language, Inflections. Cross cultural,Geographical Individual: Preconceived

notions/expectations,Psycho-sociological,Personal Interests

Physical: Media, Environment noise Technological Organisational Wordiness Attention span Physical hearing problem

Speed of thought

Barriers to EffectiveCommunicationPsycho- sociological


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y g Misinterpretation :Style, choice of

words, humour, brevity, credibility,charisma and language.

Evaluation of sender Projection, Stereotyping Arrogance and superiority Defensiveness Unmanaged stress Corporate culture, Status Selective perception Halo Effect Fears-Reluctance to confront

o Ridicule, rejection, fear of being wrong

Inarticulateness Hidden agendas Status Environment, Health Emotions Differences in backgrounds Poor timing Personality conflicts Assumptions Authority relationships Filtering

Barriers of OrganizationalCommunications


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Communications in organizations can be complex.

Possible organizational barriers to communicationincludes:o Differences in employee status and powero Diversity, Differences in interestso Culture and climate, Rules and regulationso Complex Organizational structureo Lack of facilities and opportunityo Lack of Cooperation.




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Some common barriers to Interpersonal

communication include:o Unclear process: The receiver and sender may not share the

same language, slang, jargon, vocabulary, symbolso Chain of command: There may be too many layers that a

message passes through between sender and receivero Large size of an organization, geographic

distance: Large numbers of receivers require good messagesending methods

o Personal limitations: Physical and mental disabilities, anddifferences in intelligence and education may interfere with mutual

understanding



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Additional common barriers to interpersonal communicationinclude:

Coming from Superiors:o Human nature: Peoples egos, prejudices, and traditions can get in

the way, lack of trust, consideration for needs and time for subordinates.

o Conflicting feelings, goals, opinions: If people feel onopposite sides of an issue they may not share

o Power: The idea that knowledge is power can lead to informationhoarding, retaining authority, fear of losing control.

o Bypassing or Overloading Information.

Common barriers to interpersonalcommunication


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communication

Coming from Subordinates:

lack of proper channel Lack of Interest Lack of trust

Lack of cooperation Poor relationship with seniors Fear of Penalty

CrossCultural/ GeographicalBarriers


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National character/ personality

Language and Culture Values and Norms Social relationships Concept of Time & Space Non Verbal Communication Perception

Physical/ Channel Barriers


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Noise

Environment: External Transreceivers, no. oflinks in the chain, Circumstances.

Physical factors: light, temp, ergonomics,

numbers, distance, voice & visual quality Defects or Disruptions in the medium

Technical aspect of Barriers


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1.Communication usually fails (Murphys Laws)

2.If message can be understood , it be in the mostharmful way.

3.Filtering: Sending info. not objectively but to be

received favorably; more vertical levels ofhierarchy filter information

4.Meta communication: msg apart from the msg.Exists in peoples minds.

5.Noise: Mechanical distraction

Barriers in Communication(that have todo with the COMMUNICATOR)


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do with the COMMUNICATOR)

Unwillingness to say things differently Unwillingness to relate to others differently Unwillingness to learn new approaches Lack of Self-Confidence Lack of Enthusiasm Voice quality Prejudice

Barriers in Communication(that have to dowith the COMMUNICATOR)


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Disagreement between verbal and non-verbalmessages Negative Self Image Lack of Feedback Lack of Motivation and Training Language and Vocabulary Level Lack of Self Awareness

Barriers in Communication(that have todo with the RECEIVER)


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Selective Perception

Unwillingness to Change Lack of Interest in the Topic/Subject Prejudice & Belief System Rebuttal Instincts Personal Value System Here-and-Now internal & external factors

External Barriers in Communication


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Environmento The venueo The effect of noiseo Temperature in the room

Other People Status, Education Time

Overcoming Barriers Sender should be clear of Ws and Hs.

R i h ld b i li i l l if i d


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Receiver should be attentive, listen actively, clarify, question and

be empathetic Together they should listen , share and be alert to avoid the

inevitable miscomm. They must foster relationships between seniors and

subordinates. Purposeful, focused and precise, accurate, clarity Avoid Jargons and technical language Give right feedback, build proper channels of comm. Flat org. structure, division of labour, avoid overload Minimize Semantic barriers, not use jargons or unfamiliar

expressions

Listeningthe other side of communication

Too many people see communication as merely speaking


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Messages must be received as well as sent.A good question to ask yourself is, are you really listening orsimply waiting for your turn to talk?If you are thinking about your reply before the other person hasfinished, then you are not listening!

Too many people see communication as merely speaking.

The power of listening


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The philosopher Epictetus stressed the power oflistening in this quote:Nature gave us one tongue and two ears so we

could hear twice as much as we speak.

Listen actively


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Prepare to listen by focusing on the speaker Select a mode: Careful, attentive, skimming Concentrate and match your thought with ROS Control and eliminate distractions so that you can

focus on the message. Dont do anything else (writing,reading, email) but listen: anticipate, focus, review.

Establish appropriate eye contact to show interest,interpret symbols and signs. Listen for sign posts.

See listening as an opportunity to get information,share anothers views, and broaden your own knowledge

Listen actively


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Create a need to listen by thinking about what you canlearn from the speaker

Set aside the time to listenso that you wont feel rushed orbecome distracted by other responsibilities

Dont prejudge the message based on who is delivering it.Focus instead on the content of the message. Dontevaluate.

Monitor the way you listen by asking yourself questionssuch as Did I really pay attention or was I thinking aboutwhat I was going to say next? Was there information I

missed because I allowed myself to become distracted?

Note taking


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Write informal outline format, main points andleave space for sub points. Note aids to be ready, match up with speaker Use underlining of main ideas, use symbols and

short forms.

Always record definitions, unfamiliar conceptsand vocab.

Ask questions to clarify concepts. Write only important points , not details, use

telegraphic lang., abbreviations. Polishing: fill in missed points after the speech. Review notes understandable, make notes for


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Barriers

Perceptual barriers: Frames of reference, experience andexpectations relationship with speaker Selection for profits


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expectations, relationship with speaker, Selection for profits,

reject criticism. Psychological, sociological. Speaker related- speed, clarity, P, p, p mannerisms, unfamiliar

expressions. Listener related- Rejection, I Know it all, mental state, interest in

appearance, purpose unclear. Misunderstanding NVC , or overuse. Environmental: chatting with next person, time, light, noise,

discomfort etc. Faking attention, making it passive. Listening only for facts.

Yielding easily to distractions. Rates of speaking and listening, thought.

4 Levels of Listening


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The Non-Listener The Marginal Listener The Evaluative Listener The Active Listener: Listening for RetentionPersonal Characteristics: sex, verbosity,intelligence, scholarly excellence, motivation,organisational structure and environment.


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Guidelines for Active Listening

Docreate a supportive atmosphere.Do listen for feelings as well as

Donttry to change the others views.Dont solve the problem for the


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Dolisten for feelings as well as

words. Donote cues. Dooccasionally test for

understanding. Dodemonstrate acceptance and

understanding. Doask exploratory, open-ended

questions.

Dontsolve the problem for the

speaker. Dontgive advice. Dontpass judgment. Dontexplain or interpret others

behavior. Dontgive false reassurances. Dontattack if the speaker is hostile. Dontask why the feelings.


Listening Skills

Help create understanding between both parties


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Help create understanding between both parties Are an active rather than passive activity Use of nonverbal indicators, like eye contact, tone

of voice, or touch Are an invaluable skill for managers


Applications of Management PerspectivesForthe Manager

Use your listening skills when dealing with an


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Use your listening skills when dealing with anemployee who has an issue that is emotional innature.

Try to understand the issue from the employeesperspective.

If it is necessary to give negative feedback, makesure that the behavior being criticized is one theemployee is able to control.


Improving Listening Skills


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By not being Preoccupied Being Open Minded & Non Defensive Minimizing Interruptions Effective Listening is: Hearing, interpreting whennecessary, understanding the message and

relating to it. By Asking Questions

How can we improve our listening skills?

Eliminate distractions Concentrate(stop talking) Focus on the speaker (put him at ease)


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p (p )

Maintain an open mind Look for nonverbal cues Do not react to emotive words/prepare

answers or retorts while listening Ask questions Sit so you can see & hear Avoid prejudices, be empathetic

Take notes Ask for clarification Go easy on arguments/criticism Silence promotes listening

Silence as Communication-Is Multi-Pronged communication

If you cannot understand a mans words how will


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If you cannot understand a mans words how willyou understand his Silence.

Silence by nature communicates. Deftly used to communicate. Silence is half consent

Communicates, yes, no, disinterest, Suppression of emotion/excitement interpreted

by body language / attitude. Collective silence, working in silence-satisfaction Silence in meetings mentally absent, Interview-

ignorance, Audience - Interest and discipline.

How can we improve our listening &Communication skills ?

PARAPHRASINGSUMMARIZING

Pulling together the main points of a


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PARAPHRASINGRestating what another has said in your

own words

Pulling together the main points of aspeaker

QUESTIONINGChallenging participants to tackle & solve

problems

Paraphrasingtry it out!

Use initial phrases such as:


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Paraphrasing is simply restatingwhat another person has said inyour own words. The best way toparaphrase is to listen carefully towhat the other person is saying.Paraphrase often so you developthe habit of doing so. Practicesome of the following techniqueson your colleagues.

p

In other words I gather that If I understand what you are

saying What I hear you saying is Pardon my interruption, but let me

see if I understand you correctly

Summarizingtry it out!

Summarizing pulls important ideas,facts or data together to establish a


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facts or data together to establish abasis for further discussion and/orreview progress. The personsummarizing must listen carefully inorder to organize the informationsystematically. It is useful foremphasizing key points.

Try out these summarizing phrases:If I understand you correctly,

your main concerns are

These seem to be the keyideas you have expressed

Questioninga critical facilitation skill

There are two basic types of questions:


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1. Closed questions generally result in short yes/no or otherone word answers. They should be used only when youwant precise, quick answers. Otherwise, they inhibitthought.

2. Open-ended questions invite an actual explanation for aresponse. Questions that begin with how, what and whyare typical.

Practice your questioning skills

Rephrase the following closed questions to make them open-


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ended:1.Are you feeling tired now?2.Isnt today a nice day?3.Was the last activity useful?4.Is there anything bothering you?5.So everything is fine, then?

(Compare your answers with those in the notes below)

Thats a good question!


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Close end questionslimit the answer to yes or no Open end questionsallow the responder total freedom in

answering Direct questions ask for specific information; limit answers

to brief fact statements Probing questionsfollow up other questions to solicit

additional information Hypothetical questions present a theoretical situation to

which receiver respondsSee examples of each on the next slide

Good question - examples


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Close end questionDid you attend the staff meeting this morning?

Open end questionWhat was discussed at the staff meeting this morning?

Direct questionWhich topics were listed on the meeting agenda?

Probing question

Can you tell me more about the first agenda topic?.

Hypothetical questionWhat would you have done, if you had not had the chance topresent your idea at the meeting?

Other questioning techniques include:

Direct questions: asked of a particular individual allows you to initiate control


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q p y

good for re-directing discussion from excessive talkers. Return questions: puts the question back to the questioner or groupWhat

do you think about that? General overview questions: used to initiate a discussion or set up a

thoughtful exerciseHow would you respond to the situation? Hypothetical questions:tests the responders problem-solving ability by

posing a hypothetical situationIf you had an unlimited budget, what wouldyou fund?

Other helpful techniques to foster communication (both verbaland non-verbal)


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Maintain eyecontact

Make encouragingstatements

Nod Your Head

Keep an openbody position

Repeat a sentenceor part of one

Repeat the lastword or two of the

prior speaker


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Reading skills

Careful Reading:50-350 words/min.for accuracy,


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analysis, problem solving, proof-reading. Staysin memory for long.

Rapid:300-600, light content, no conceptualburden.

Skimming: up to 1500 words/min, eyes go overthe words, skipping the details. Grasp mainideas or review. Less time.

Scanning: Fastest, upto 3000, specifically searchfor some info. Requires focus of attention.

Reading

Reading should enhance comprehension, speed


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should not compromise. Reading Efficiency= Speed x Comprehension Retention is independent of Reading. Depends on education, mental and physical

capability, interest and practice Can be improved by... What is Executive reading? SQ3R Technique?


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2.Clarity

Mind of Sender> Transmission> ReceiverS


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Simple, precise and familiar words. Limit sentence to average of 20 words. One idea per sentence. Main idea should occur early in word order.

3. Correctness

Level of knowledge, education and status ofd d d d i


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coder and decoder are important. Use right level of language, formal or informal,

not substandard. Check accuracy of words, facts and figures. Maintain acceptable writing mechanics:

grammar, punctuation and spelling etc.

4. Concreteness

Specific, definite, factual and vivid Vs vague and

l


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general. Used Denotative ( direct, explicit) Vs

Connotative(ideas, notions). Use action verbs (will consider), active voice. Choose vivid image building(Spark Plug). Facts and figs.(50%) Help decipher and

understand more correctly, the way it was

intended.

5. Credibility

Long drawn out process, build over time, after

t t i t ti


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constant interaction. Receiver has trust and security and feels his

interests and safeguarded.

6. Completeness and Consistency

Provide all info.: 5WsA ll ti


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Answer all questions, Give something extra when desired. Eg: Tariffs

of rooms Difference in perceptions and background may

hinder so eye contact and body attitude maybeused to completely interpret.

7. Conciseness

Saying it in the fewest possible words. Briefly.Eli i t d i i l d


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Eliminate wordy expressions: single wordsubstitutes vs phrases, long conventionalstatements vs concise versions (American )

Include only relevant material, stick to purpose,avoid rambling, omit obvious info. Avoid long,unnecessary explanations, excessive adjectives.

Highlight the important point tactfully and

concisely.

Avoid repetition: use pronouns, substitutes etc

4 Ss of communication

Shortness: brief Vs VerboseSimplicity: Concepts and terminology


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Simplicity: Concepts and terminology Strength: Credibility Sincerity: Deceit will sabotage future relationship

prospects.


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Nonverbal Communication Skills: Instinctive,subtle, complimentary to verbal, extensive

N b l i i i f


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Nonverbal communication is for messageswith emotional content.

Dimensions : 55% NVC, 7% Wordso Body movements and gestureso Eye contacto Toucho Facial expressionso Physical distanceo

Tone of voice :38%, A cry of agony is more powerful than atale of woe.

Nonverbal Communication

Silence is golden; Smile is a diamond Eye contact Trust and goodwill


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Eye contact-Trust and goodwill One ounce of image = one pound of appearance Facial ExpressionStern, busy, confused Body languageConfident, nervous, aggressive Nonverbal communication, known as body

language sends strong positive and negativesignals.

Non verbal communication

93% of all Comm.. is non

verbal

Eye contact


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verbal Eye contact Facial expressions Body language Tone of voice Emphasis Deliberate silence Timing Appearance Touch Hand movements

COMMUNICATION

7% WORDS


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7% WORDSo Words are only labels and the listeners put their own

interpretation on speakers words 38% PARALINGUISTIC

o The way in which something is said - the accent, toneand voice modulation is important to the listener.

55% BODY LANGUAGEo What a speaker looks like while delivering a message

affects the listeners understanding most.


Body LanguageFriendly, confident ,lazy etc

Attitude Sincerity Success self esteem


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Attitude Sincerity,Success,self esteem EmpathyShow interest, feel ,comfort GroomingNeat, proper, simple (no distraction)

Smart, Attention to detail, color sense etc. GesturesSynchronous, fine tune, avoid

irrelevant movements


Body LanguageFriendly, confident ,lazy etc

Attitude Sincerity Success self esteem


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Attitude Sincerity, Success, self esteem EmpathyShow interest, feel ,comfort GroomingNeat, proper, simple (no distraction)

Smart, Attention to detail, color sense etc. GesturesSynchronous, fine tune, avoid

irrelevant movementsPositive Vs Negative.

TYPES OF BODYLANGUAGERemember that you are dealing with

PEOPLE

(P)OSTURES & GESTURESH d h d t ? St ?


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(P)OSTURES & GESTURESo How do you use hand gestures? Stance?

(E)YE CONTACTo Hows your Lighthouse?

(O)RIENTATIONo How do you position yourself?

(P)RESENTATIONo How do you deliver your message?

(L)OOKSo Are your looks, appearance, dress important?

(E)PRESSIONS OF EMOTIONo Are you using facial expressions to express emotion?

Body language includes

Face Figure


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Figure Focus Territory Tone Time

Each of these is described in the following slides

Body language - face

Face includes:


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Face includes:o Your expressionso Your smile or lack thereofo Tilt of the head; e.g., if your head is tilted to one

side, it usually indicates you are interested inwhat someone is sayingWhat message are you sending if someone ispresenting a new idea and you are frowning?

Body language - figure

Figure includes: : thin youthful tall and


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Figure includes: : thin , youthful , tall andEndomorphs: fat, round and soft. Meso:Strong, athletic muscular bony.o Your postureo Your demeanor and gestureso Your clothes and accessories such as jewelry.o Appearance, Dress sense, grooming

What message are you sending if you are dressedcasually at an important meeting?

Body language - focus

Focus is your eye contact with others


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Focus is your eye contact with others The perception of eye contact differs by culture. For

most Americanso Staring makes other people uncomfortableo

Lack of eye contact can make you appear weak or nottrustworthyo Glasses may interfere or enhance eye contact

What message are you sending if you are looking at otherthings and people in a room when someone is speaking toyou?

Body language - territory

Territory focuses on how you use space. It is


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Territory focuses on how you use space. It isalso called proxemics.

The perception of territory differs by culture. MostAmericans are comfortable with an individual space

that is about an arms length in diameterWhat message are you sending if you keep moving closerto a person who is backing away from you?

Body language - tone

Tone is a factor of your voice


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Tone is a factor of your voiceo Pitch is the highness or lowness of voiceo Volume is how loud your voice iso Emphasis is your inflection

What message are you sending if during a disagreementyou start speaking very loudly?

Body language - time

Time focuses on how you use time. It is also


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e ycalled chronemics.o Pace is how quickly you speako Response is how quickly you moveo Punctuality is your timelinessWhat message are you sending if you are consistently late

for meetings?

Classification

Kinesics ProxemicsFeature fixed, semi feature fixed,


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, ,Personal spaceZones.

Chronemics Paralinguistic: way of use of voice/tone, Voice-

Pitch, Volume, Pronunciation, Pause, Pace,Fluency, word stress.

Sign Language : Depictions, Maps, blue prints,pictures, traffic lights, rood signs, posters etc.


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Interpreting Body Language

People who are willing to listen People who are showing friendliness


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p g People who are anxious to interrupt People who feel frustrated or rejected People who feel threatened People who feel superior People who do not wish to communicate

People who are willing to listen

Look directly at you Sit with their body forward


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y Lean forward when standing Rest their chin on the palm of their hands Nod in agreement with what is being said Interject with supportive comments such as

Yes ! I see or Thats right

People who are showing friendliness

Smile Use strong eye contact Have a static body posture


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a e a stat c body postu e Stand or sit with open, unfolded arms and legs, facing you Use non threatening gestures such as handshakes, pats

on the backs or arms Initiate and maintain conversation

Use humour in speech Are polite and courteous to you

People who are anxious to interrupt

Excited Look directly and intently at you


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Shift their posture while sitting Move while standing Rapidly move / vibrate their legs Try to come closer to you if possible

People who are Frustrated or rejected

Feel tensed, become red in the face Use aggressive, downward hand gestures Hit the table or desk top with a hand


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Hit the table or desk top with a hand Move to and fro rapidly in the room Get withdrawn from the conversation OR raise

the tone of their voice

Look down and put their hands on their forehead


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Information Sharing

Giving Information Getting Information


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Sharing your ideas

Why and when is it necessary to share yourideas?


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ideas?Take a few moments to write down some of yourthoughts

Share your ideas to

State an opinion or position Give instructions or directions


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Give instructions or directions Announce a change Make presentations Participate in meetings

Give information in emergencies Communicate the organizational mission, vision,

and values and other ideas you may have thought of

Obstacles to sharing ideas

What can make sharing ideas difficult?Take a few moments to write down some of your


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Obstacles to sharing ideas

Your own shyness Fear of rejection


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j Peer pressure Unorganized thinking Others possibly becoming defensive Physical disabilities (impaired sight, hearing, speech) Having to deal with aggressive people and others you may have thought of

Speak for yourself

To ensure your messages are clear, speak foryourself not for others:


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yourself, not for others:o Speaking for yourself sounds like:

I, me, my I think, I feel, I want to know that

o Speaking for no one sounds like: It, some people, everyone, they decided

o Speaking for others sounds like: We, you, John, Mary said

SHARE your ideas a model

State the main point of your message


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Highlight other important points Assure the receivers understanding

React to how the receiver responds Emphasize/summarize your main ideas

SHARE an example

State the main point of your message

Id like to talk to you about the new employee welcome program.Highlight other important points


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g g p pWe need to discuss the new schedule, locations, and presenters.

Assure the receivers understandingDo you need me to further clarify how we are making invitations?

React to how the receiver respondsI understand your concern about parking.

Emphasize/summarize your main ideasTo wrap-up, Ill develop the schedule and make the room reservations, if youcan line up the guest speakers.

Getting good information

Why is it necessary to get good informationfrom others?


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from others?Take a few moments to write down some of yourthoughts

Get good information to

Find out facts and details Get directions or instructions


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Try to understand anothers point of view Help someone solve a problem Resolve a team conflict Solve work problems and other ideas you may have thought of

Obstacles to getting goodinformation

What can make getting good informationdifficult?


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Obstacles to getting goodinformation

Lack of trust Assuming you already know it allJ i l i


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Jumping to conclusions Not valuing diverse opinions Weak reading skills Weak listening skills Weak questioning skills and other ideas you may have thought of

FOCUS on information a model

Focus the discussion on the specificinformation you need


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Open-end question to expand the discussion Close-end question to get specifics Useactive listening skills to understand what

you are hearing Summarize and close the discussion

FOCUS on information an example

Focus the discussion on the specific information you needI need to ask you about the computer meeting you attended yesterday.

Open-end question to expand the discussionWh t ki d f d i i d di i f


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What kinds of decisions were made regarding expansion of ourdepartmental system?

Close-end question to get specificsDid the committee decide to buy Dell computers?

Use active listening skills to understand what you are hearingWhat I think I heard you say was that the decision was made?

Summarize and close the discussionSo to wrap up, the system will expand and we will be using Dells.Thanks for keeping me up to date.

Giving feedback

Why is it necessary to give constructivefeedback to others?


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Give feedback when

Someone asks for your opinion Work errors occur frequently A coworkers habits disturb you


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A coworker s habits disturb you A coworkers behavior has negative consequences There are unresolved problems and other ideas you may have thought of

Constructivefeedback focuses on facts not people, solvingproblems instead of placing blame, and strengtheningrelationships instead of being right

Obstacles to giving constructivefeedback

What makes it hard to give constructivefeedback?


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Obstacles to giving constructivefeedback

Separating the person from the problem

Others becoming defensive or angry Fear of negative consequences (especially if the other


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g q ( p yperson is a supervisor)

Dealing with potential conflict (especially if the other personis aggressive)

Avoiding hurt feelings Preserving relationships Not having all the facts and jumping to conclusions Choosing the right time so that the other person is most

receptive and other ideas you may have thought of

STATE feedback a model

State the constructive purpose of yourfeedbackT ll ifi ll h h b d


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Tell specifically what you have observed Address and describe your reactions Tender specific suggestions for improvement Express your support and respect for the

person

STATE feedback an example

State the constructive purpose of your feedbackId like to give you some feedback about your training style so that your evaluationswill be more positive and you will enjoy it more.

Tell specifically what you have observedI notice that you rely heavily on your notes


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I notice that you rely heavily on your notes .Address and describe your reactions

I feel as though you are unsure of yourself when you read. Tender specific suggestions for improvement

I can help you develop a PowerPoint presentation so that you can use the screens asa cue instead of being tied to your notes.

Express your support for the personYou know a lot about the subject. With practice you can become a good trainer.

Test yourself

1. Communication is defined as the interchange of thoughts or opinionsthrough shared symbols.

True___ False___2. The four facets of interpersonal communication are sender, receiver,


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2. The four facets of interpersonal communication are sender, receiver,information, and behavior.

True___ False___3. Unclear process; chain of command; large size of an organization or

geographic distance; personal limitations; human nature; conflicting feelings,goals, opinions; and power are examples of barriers to communication.

True___ False___

Test yourself

4. Describe the steps of the SHARE model for giving good informationshare, highlight, assure, react, emphasize:5. Describe the steps of the FOCUS model for getting good informationfocus, open end, close end, use, summarize:


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focus, open end, close end, use, summarize:6. Describe the steps of the STATE model for giving constructive feedbackstate, tell, address, tender, express:7. Describe the the six aspects of non-verbal communication (body

language):

Test yourself - answers

1. Communication is defined as the interchange of thoughts or opinionsthrough shared symbols.

True2. The four facets of interpersonal communication are sender, receiver,


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p , ,information, and behavior.

True3. Unclear process; chain of command; large size of an organization or

geographic distance; personal limitations; human nature; conflicting feelings,goals, opinions; power are examples of barriers to communication.

True


4.The steps of the SHARE model for giving good information are: State the main point of your message Highlight other important points Assurethe receivers understanding

R h h i d


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React to how the receiver responds Emphasize/summarize your main ideas

5. The steps of the FOCUS model for getting good information are: Focus the discussion on the specific information you need

Open-end question to expand the discussion Close-end question to get specifics Use active listening skills to understand what you are hearing Summarize and close the discussion


6. The steps of the STATE model for constructive feedback are: State the constructive purpose of your feedback Tell specifically what you have observed Address and describe your reactions

T d ifi ti f i t


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Tender specific suggestions for improvement Express your support for the person

7. The the six aspects of non-verbal communication (body language): Face expressions, smile, tilt of head

Figure posture, demeanor, gestures, dress Focus eye contact Territory use of space Tone voice pitch, volume, emphasis Time the use time

Apply what youve learned

When you started this program we asked you toconsider some questions. Lets wrap up:o What new things did you learn about interpersonal


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g y pcommunication?

o Did you meet your learning goals for this program?o Did you meet your supervisors expectations, if any, forparticipation in this training?o How will you be able to apply your learning on the job?

Comm 1 Barriers

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