Chapter 8 Nelson

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Chapter 8Nelson Quick

• Communication

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Communication

• Communication - the evoking of a shared or common
  meaning in another person
• Interpersonal Communication - communication
  between two or more people in an organization
• Communicator - the person originating the message
• Receiver - the person receiving a message
• Perceptual Screen - a window through which we
  interact with people that influences the quality,
  accuracy, and clarity of the communication

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Communication

• Message - the thoughts and feelings that the
  communicator is attempting to elicit in the
  receiver
• Feedback Loop - the pathway that completes
  two-way communication
• Language - the words, their pronunciation, and
  the methods of combining them used understood
  by a group of people

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Communication

• Data - uninterpreted and unanalyzed facts
• Information - data that have been interpreted,
  analyzed, and have meaning to some user
• Richness - the ability of a medium or channel to
  elicit or evoke meaning in the receiver
• (see table 8.1)

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Communication Media Information Richness Data
Capacity
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Basic Interpersonal Communication Model
How do you close the feedback loop?
feedback
Event X
Receiver
Communicator

• Message
• Context
• Affect

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Reflective Listening

• Reflective Listening - the skill of listening
  carefully to another person and repeating back to
  the speaker the heard message to correct any
  inaccuracies or misunderstandings

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Reflective Listening

• Emphasizes receivers role
• Helps the receiver communicator clearly fully
  understand the message sent
• Useful in problem solving

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Reflective Listening

• Reflective listening emphasizes
• the personal elements of the communication
  process
• the feelings communicated in the message
• responding to the communicator, not leading the
  communicator
• the role or receiver or audience
• understanding people by reducing perceptual
  distortions and interpersonal barriers

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Reflective Listening 4 Levels of Verbal Response
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Reflective Listening Use Nonverbal
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One-way vs. Two-way Communications

• One-Way Communication - a person sends a message
  to another person and no questions, feedback, or
  interaction follow
• Good for giving simple directions
• Fast but often less accurate than 2-way
  communication

• Two-Way Communication - the communicator
  receiver interact
• Good for problem solving

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Five Keys to Effective Supervisory Communication

• Expressive speaking
• Empathetic listening
• Persuasive leadership
• Sensitivity to feelings
• Informative management

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Barriers to Communication

• Physical separation
• Status differences
• Gender differences
• Cultural diversity
• Language

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Defensive Communication

• Defensive Communication - communication that can
  be aggressive, attacking angry, or passive
  withdrawing
• Leads to
• injured feelings
• communication breakdowns
• alienation
• retaliatory behaviors
• nonproductive efforts
• problem solving failures

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Nondefensive Communication

• Nondefensive Communication - communication that
  is assertive, direct, powerful
• Provides a basis for defense when attacked
• restores order, balance, and effectiveness
• Less aggressive
• Self-affirming without being self-aggrandizing
• Retains ownership of and responsibility for the
  situation or problem

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Two Defensiveness Patterns
e.g. a boss Loudly criticizing An employee, who
you Later learn did not Make a mistake
Dominant Defensiveness - characterized by active,
aggressive, attacking behavior
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Defensive Tactics
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Defensive Tactics
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Nondefensive Communication A Powerful Tool

• Speaker seen as centered, assertive, controlled,
  informative, realistic, and honest
• Speaker exhibits self-control self possession
• Listener feels accepted rather than rejected
• Catherine Criers rules to nondefensive
  communication
• Define the situation
• Clarify the persons position
• Acknowledge the persons feelings
• Bring the focus back to the facts

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Nonverbal Communication

• Nonverbal Communication - all elements of
  communication that do not involve words
• Four basic types
• Proxemics - an individuals 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

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Proxemics Territorial Space
Territorial Space - bands of space extending
outward from the body territorial space differs
from culture to culture
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Proxemics Seating Dynamics
Seating Dynamics - seating people in certain
positions according to the persons purpose in
communication
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Examples of Decoding Nonverbal Cues
Boss fails to acknowledge employees greeting
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Information Communication Technology (ICT)

• Informational databases
• Electronic mail systems
• Voice mail systems
• Fax machine systems
• Cellular phone systems

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How Do New Technologies Affect Behavior?

• Fast, immediate access to information
• Immediate access to people in power
• Instant information exchange across distance
• Makes schedules office hours irrelevant
• May equalize group power
• May equalize group participation

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How Do New Technologies Affect Behavior?

• Communication can become more impersonal--interact
  ion with a machine
• Interpersonal skills may diminish--less tact,
  less graciousness
• Non-verbal cues lacking
• Alters social context
• Easy to become overwhelmed with information
• Encourages polyphasic activity

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Communicating concerns about performance

• Why? The purpose is to improve performance of the
  employee. Watch your motives.
• What? Behaviors. Find good ones first, then
  focus on behavior not meeting standards. Make
  sure they (and you) understand why their behavior
  does not meet standards and how to correct it.
• How do you arrange the meeting? Sends a message
  before the actual counseling session. In person,
  e-mail, letter, secretary?

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Communicating concerns about performance

• Where? Your place or theirs? Power symbols
  (e.g. seating) depend on severity of problem and
  if punishment is involved.
• When? As close to the discrepancy as possible.
  Time of day considerations?
• How do you express your concerns? In person?
  Written? (memo, e-mail, letter, note). Consider
  speaking to them in person and follow-up in
  writing.
• What next? Your behavior following counseling is
  key. Need to establish normal relations,
  follow-up but still be supportive. Build
  efficacy. Remember procedural justice everyone
  is watching you.

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Assertive Communication

• The ability to communicate clearly and directly
  what you need or want from another person in a
  way that does not deny or infringe upon the
  others rights.
• Use I-statements rather than you-statements
  produce dialogue rather than defensiveness.

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Assertive vs. Aggressive
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I-statements Three components

• A specific and nonblaming description of the
  behavior exhibited by the other person
• The concrete effects of that behavior
• The speakers feelings about the behavior

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I-statement examples
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Assertive communication

• In addition to using I-statements
• Empathize with the other persons position in the
  situation
• Specify what changes you would like to see in the
  situation or in anothers behavior, and offer to
  negotiate those changes with the other person
• Indicate, in a nonthreatening way, the possible
  consequences that will follow if change does not
  occur.

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Assertive Communication An example

• When you are late to meetings, I get angry
  because I think it is wasting the time of all the
  other team members and we are never able to get
  through our agenda items. I would like you to
  consider finding some way of planning your
  schedule that lets you get to these meetings on
  time. That way, we can be more productive at the
  meetings and we can all keep to our tight
  schedules.