Communications Why communicate? The communications process and

characteristics Barriers to effective communications Improving communications Communications and gender

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

Noise

The Communications Process

Receiver

Sender

Message

Barriers

Barriers

Feedback

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

Communications Channels Face-to-face Telephone Grapevine E-mail Memos, letters Formal reports

Channel RichnessChannel 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

HighChannelRichness

LowChannelRichness

Face toface

E-mail,voicemail

FormalReport

Phonecall

Memos,Letters

Channel Richness:Specific Channels

Non-Verbal Communications Voice Appearance Face and eyes Posture and movement Personal space and distance Time Physical environment

Rumors and the Grapevine The informal network About 75% accuracy Purpose

Reduce anxiety Make sense of ambiguity Organizing coalitions Signal status

Managing rumors, gossip and the grapevine Communicate openly -- the good and the bad Deliberate rumors ??

Barriers to Communications Information overload Noise Language Filtering Selective perception Defensiveness

Information Overload Multiple communications

Phone and voicemail Email Pager Cellphone Reports and memos

What price peace and quiet ??

Noise Physical noise and distractions Environment (cold, heat, dust) Preoccupations

Language Issues Actual language Accents, etc. Volume and speed Jargon

Filtering Sending on the news you think your

audience wants to hear Impression management What happens to the messenger

bringing bad news…...

Selective Perception Stereotypes Halo Effect Projection Primacy and Recency Effects Perceptual Readiness Perceptual Defense Attribution

Defensiveness A response to perceived threat or

criticism What is it?

Personal attacks Sarcasm Questioning motives

Supportive and Defensive Climates

DEFENSIVEDEFENSIVE

Evaluation Control Strategy Neutrality Superiority Certainty

SUPPORTIVESUPPORTIVE

Description Problem Orientation Spontaneity Empathy Equality Provisionalism

I Don’tKnow

I Don’tKnow

I WasWrongI WasWrong

I NeedHelp

I NeedHelp

The Three Hardest Things to Say

Improving Communications Listening Openness Feedback Trust

Level 1:

Level 1:

Level 2:

Level 2:

Level 3:

Level 3:

Level 4:

Level 4:

Unrelated Response

Tangential Response

Furthering Response

Feeling Response

The Levels of Listening

“I had a bad accident yesterday, but nobody was hurt”

“Did you hear that Chuck and Mary are getting a divorce?”

“Cars are a pain; my air is out.”

“Were you on Nonconnah when it happened?”

“I know you must be relieved to be safe”

Listening Guides forDisplay at the Workplace 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.

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.

Giving Effective Feedback

STRENGTHSSTRENGTHS

Descriptive Feelings evoked Specific Controllable Timely Effect Positive and negative Help

WEAKNESSESWEAKNESSES

Evaluative Do it indifferently General Uncontrollable Late Analyze Negative only Punish

ReceivingEffective Feedback

STRENGTHSSTRENGTHS

Elicit Listen Check Clarify Ask others

WEAKNESSESWEAKNESSES

Wait Wonder Assume Justify Discount

The ThreeElements of Trust

What Encourages the Development of Trust? Correspondence between word and deed Demonstrations of concern for others’ well-being and

needs Willingness to see the other person’s point of view Demonstrated skills and abilities - showing that you

can be counted on to accomplish the job Rewards for openness and disagreement No reprisals for speaking your mind Freely expressing your opinion - but with tact Not being afraid to show your emotions Honesty and fairness in business dealings

Communications and Gender Are the differences genetic or learned?

Does it matter? Typical patterns: this doesn’t apply to all

women or all men

Women Men Rapport Report Expressive Instrumental Supportive Advising Tentative Certain Initiate and maintain Control