COM 101: Introduction to Interpersonal Communication

1
COM 101 Introduction to Interpersonal
Communication

• Instructor Iva Thelen
• Spring 2006
• Lecture 5

2
Overview

• Lecture
• Activity

3
Perception and Communication

• The social world that we share with others is a
  world we have imagined together and agreed with
  each other to believe in.
• Elizabeth Janeway

4
The Process of Human Perception

• Selection
• Organization
• Interpretation

5
Selection

• Qualities in the phenomena
• Self-indication
• Culture
• What you notice

6
Organization

• Cognitive Schemata or constructivism
• Make sense of it

7
The Four Cognitive Schemata

• Prototypes
• Personal Constructs
• Stereotypes
• Scripts

8
Interpretation

• Attributions
• What they mean or why they happen

9
The Four Dimensions of Attributions

• Locus
• Stability
• Specificity
• Responsibility
• self-serving bias
• fundamental attribution error

10
Influences on Perception

• Physiology
• Age
• Culture
• Social Roles
• Cognitive Abilities

11
Guidelines for Improving Perception and
Communication

• Recognize that all perceptions are partial and
  subjective
• Avoid Mind reading
• Check perceptions with others
• Distinguish between facts and inferences
• Guard against the self-serving bias
• Guard against the fundamental attribution error
• Monitor labels

12
Management by Agreement
13
Management by Agreement

• Make only agreements you intend to keep
• Do not make or accept fuzzy agreements
• Give earliest notice when an agreement must be
  broken
• Clean up broken agreements

14
Good Management

• Is it easy?
• Is it simple?

15
Tools for Effective Management

• Credibility
• Risks

16
Level of Risk

• Trust
• Openness
• Credibility

17
What is Trust?

• How is it built?

18
Trust is Built by

• Making and keeping clear, specific agreements
  with others - credibility
• Which will then foster openness
• Which develops trust
• The foundation is based upon agreements

19
Making Agreements

• Make and keep clear, specific agreements with
  others
• Getting others to make clear agreements with you

20
Ground Rules for Management by Agreement

• Make only agreements you intend to keep
• Avoid Making or accepting fuzzy agreements
• Give Earliest Notice when agreements cannot be
  kept
• Clean up Broken agreements

21
The Activity

• You will be paired up with another person in
  class.
• You will either be a sales rep or a manager.
• What you agree to do will either retain your job
  or get you fired.

22
The Scenario

• SALES You are a sales rep for a Captain
  Morgans. Your manager has asked you to prepare
  your projections for the next six months. Your
  sales are very bad and you havent met any of
  your goals for the past two years. What would you
  agree to do with your manager to improve your
  projections? If you do not make good agreements
  with your manager, you will be fired.
• MANAGER You are a sales manager for Captain
  Morgans. You have a sales rep who has not met
  any of his sales projections for the past two
  years. You must make some agreements with this
  employee to improve his projections. If you do
  not make good agreements, you will be fired.

23
For Thursday

• Complete and turn in Learning Log
• Lecture The World of Words
• The World Beyond Words