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© 2008 The McGraw-Hill Companies, Inc. All rights reserved

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ChapterChapterChapterChapter

McGraw-Hill/Irwin

Interpersonal Interpersonal CommunicationCommunication

55

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IntroductionIntroduction

Most employees spend 75 percent of each workday communicating75 percent of what we hear we hear incorrectly75 percent of what we hear accurately we forget

within three weeks70 percent of all business communication fails to

achieve the intended purposes

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The communication process consists of a sender who encodes a message and

transmits it through a channel to a receiver who decodes it and may give feedback.

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The Communication Process The Communication Process

Step 1: Encodes message and selects transmission channel

Step 3: Decodes message and decides if feedback is needed

Step 2: Transmits message through a channel

Step 4: Feedback – response or new message may be transmitted

Exhibit 5.1

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Barriers to Communication Barriers to Communication

PerceptionInformation overloadChannel selectionNoiseTrust and credibility

Not listeningEmotionsFilteringGenderCulture

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How Barriers Affect The How Barriers Affect The Communication Process Communication Process

Message

Response

Barriers

Barriers

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Steps in the Communication Process Steps in the Communication Process (1 of 3) (1 of 3)

Step 1. The sender encodes the message and selects the transmission channelEncoding – the sender’s process of putting the

message into a form that the receiver will understand

Perception communication barriersInformation overload communication barriersTransmission channels

OralNonverbalWritten

Channel selection barriers

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Steps in the Communication Process Steps in the Communication Process (2 of 3) (2 of 3)

Step 2. The sender transmits the messageNoise communication barriers

Step 3. The receiver decodes the message and decides if feedback is neededDecoding – the receiver’s process of translating

the message into a meaningful formTrust and credibility communication barriersNot listening barrier to communicationEmotional barriers to communication

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Steps in the Communication Process Steps in the Communication Process (3 of 3)(3 of 3)

Step 4. Feedback – a response or a new message may be transmittedFiltering communication barriersGender style barrier to communication

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Gender Conversation DifferencesGender Conversation Differences

Research shows the men and women converse for different reasonsGender style becomes a barrier to

communication between the sexesWomen tend to:

talk to create connections and develop relationships

Men tend to:talk about status and independence

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Barriers to Cross-Cultural Barriers to Cross-Cultural Communication: Communication:

3. Language4. Etiquette and

Politeness

5. NonverbalCommunication

1. CulturalContext

2. SocialConvention

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High- versus Low-Context Cultures High- versus Low-Context Cultures

High-Context

Chinese

Korean

Vietnamese

Arab

Greek

Spanish

Italian

English

North American

Scandinavian

Swiss

German

Low-Context

High-Context

Chinese

Korean

Vietnamese

Arab

Greek

Spanish

Italian

English

North American

Scandinavian

Swiss

German

Low-Context

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Cultural Context: Cultural Context: High-Context High-Context CulturesCultures

Rely heavily on nonverbal communicationRely on subtle situational cues during the

communication processWhat is not said is often more important than

what is actually saidImportant factors in communication:

official statusplace in societyreputation

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Cultural Context: Cultural Context: Low-Context Low-Context CulturesCultures

Rely heavily on the actual words usedNonverbal communications and subtle

situational cues are not as important as what is actually said

Status, place, and reputation are given secondary importance to the actual words

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High- versus Low-Context Culture High- versus Low-Context Culture Communication Importance Communication Importance

Context High-Context Culture

Low-Context Culture

Focus on nonverbal communications and subtle cues

X

Focus on actual spoken and written work X

Credibility and trust are important X

The need to develop relationships X

Position, age, seniority X

Use of precisely written legal contracts X

Direct get down to business conversation X

Managers tell employees (give orders) what to do X

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Social Conventions Social Conventions

Language, Etiquette, and Politeness Even when speaking the same language,

words mean different things, and the same thing may be called by different names

Nonverbal Communication Consists of messages we send without

using words

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Guidelines to Overcome Global Guidelines to Overcome Global Barriers to Communications: Barriers to Communications:

Believe there are differences until similarity is proven

Delay judgment of peoples’ behavior until you are sure you are being culturally sensitive

Put yourself in the receiver’s positionWhen in doubt, askFollow the other person’s lead and watch his or her

behavior

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Sending Messages Sending Messages

To transmit messages effectively, managers must state exactly:what they wanthow they want it donewhen they want it done

Before you send a message,you should carefully select the channelplan how you will send the message

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Goals of Communication Goals of Communication

Influence

Inform

Express Feelings

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Planning the Message Planning the Message

What is the goal of the message?Who should receive the message?How will you encode the message so that it

will be understood?When will the message be transmitted?

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The Message-Sending Process The Message-Sending Process Model Model

Step 1. Develop rapportStep 2. State the communication objectiveStep 3. Transmit the messageStep 4. Check understandingStep 5. Get a commitment and follow up

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Receiving MessagesReceiving Messages

Communication does not take place unless the message is received with mutual understanding

The message cannot be received accurately unless the receiver listens

Empathic listening – the ability to understand and relate to another’s situation and feelings

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Levels of Listening Levels of Listening

3. Projective3. ProjectiveThe receiver listens without evaluation to the full message,

attempting to understand the sender’s viewpoint.

2. Evaluation2. EvaluationThe receiver listens carefully until hearing something that is not accepted. Listening ends and the response to the incomplete

message is developed.

1. Marginal1. MarginalThe receiver

does not listen carefully. The message is not heard or understood

with mutual agreement

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Active Projective Listening TipsActive Projective Listening Tips (1 of 2) (1 of 2)

Listening 1. Pay attention 2. Avoid distractions 3. Stay tuned in 4. Do not assume and interrupt 5. Watch for nonverbal cues 6. Ask questions 7. Take notes 8. Convey meaning

Analyzing 9. Think10. Evaluate after listening11. Evaluate facts presented

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Active Projective Listening TipsActive Projective Listening Tips (2 of 2) (2 of 2)

Speaking 12. Paraphrase first13. Watch for nonverbal cues

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Feedback Feedback

Process of verifying messagesForms of feedback include:

questioningparaphrasingallowing comments and suggestions

Feedback when giving and receiving messages facilitates job performance

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360-Degree Feedback 360-Degree Feedback

Performance feedback method:downward from the supervisorlaterally from peers or coworkersupwards from subordinatesinwardly from the person getting the feedback

Customers and suppliers can also provide feedback on different aspects of performance

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Common Approach of Getting Common Approach of Getting Feedback Feedback

To send the entire messageFollowed by asking “Do you have any questions?”Feedback usually does not follow because people

have a tendency not to ask questions because:They feel ignorantThey are ignorantReceivers are reluctant to point out the sender’s

ignorance

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How to Get Feedback on Messages How to Get Feedback on Messages

Be open to feedbackBe aware of nonverbal communicationAsk questionsParaphrasing

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Response Styles Response Styles

AdvisingDivertingProbingReassuringReflecting

AdvisingDivertingProbingReassuringReflecting

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Response Styles: Response Styles: AdvisingAdvising

Advising responses provide evaluation, personal opinion, direction, or instructionsEmployees often come to the manager for advice

on how to do something or for the manager to make a decision

Appropriate use of advising responses:Giving advice is appropriate when you are directly

asked for it

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Response Styles: Response Styles: DivertingDiverting

Often called changing the subjectDiverting responses switch the focus of the

communication to a message of the receiverThe receiver becomes the sender of a different message

Appropriate use of diverting responses:When using the autocratic supervisory styleHelpful when used to share personal experiences of

feelings that are similar to those of the sender

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Response Styles: Response Styles: ProbingProbing

A probing response asks the sender to give more information about some aspect of the messageUseful to get a better understanding of the

situationAppropriate use of probing responses:

During the early stages of the message to ensure understanding

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Response Styles: Response Styles: ReassuringReassuring

A reassuring response is given to reduce the intensity of the emotions associated with the message

Appropriate use of reassuring responses:When the other person lacks confidenceEncouraging responses can help employees

develop

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Response Styles: Response Styles: ReflectingReflecting

The reflecting response paraphrases the message back to the sender to convey understanding and acceptanceUsed by the empathic projective listener

Appropriate use of reflecting responses:The empathic responder deals with content,

feelings, and the underlying meaning being expressed in the message