BC Ch2 Verbal

8/6/2019 BC Ch2 Verbal

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MODULE 1: Point 2- Contents

VERBAL COMMUNICATION

Target group profile

Barriers of Communication

Listening Feedback

Presentation Skills

Use of Aids

Public Speaking Practice Presentation

Non Verbal Communication


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TARGET GROUP PROFILE THE VALS APPROACH ( Values & Life Styles Approach)

Types of Audiences:

- The Belongers

- The Emulators

- The Emulator Achievers

- The Societally Conscious Achievers

- The Need Directed

Key Audiences:

- General public - Government - Employees

- Customers - Suppliers - Financial sector

- Media - Industr - NGOs


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BARRIERS TO COMMUNICATIONBy Sender/ Receiver

Barriers pertaining to semantics :

- Vocabulary - Meaning - Intonation

Personal Barriers- Style and character (rude, polite, shy, outspoken)- Preparation & presentation : Information sent is too little/ too much;

message encoded in wrong language, inappropriate tone; verbal & Non-verbal contradictory; wrong medium chosen; order

- Lack of clarity (pronunciation, pitch, etc.)- Lack of credibility- Lack of familiarity with audience- Lack of experience- Timing (Emotional conflict if too involved in message)

Psycho-sociological barriers

- Receivers physical condition- Failure to pay attention- Emotional response

Perceptual barriers

Organisational Barriers and

Process Barriers


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(EXERCISE)

Barriers toEffectiveCommunicationBySender/Receiver ProperPronunciation

Communication Help Pen

Buffalo Career Guest

Colonel Buffet Bouquet

Rendezvous Bulb Fax

Prakash Pradeep Chandrajeet


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Perception

Sender

Message

Receiver

Percep-tionFeedback


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Frame of ReferenceOur frame of reference is made up of a multitude of

factors:

Attitude

Beliefs

Cultural Conventions

Education Emotional state at the time

Experience

Gender


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How Shared Experiences Affect Understanding

Little shared experience Average amount of

shared experience

Large amount of shared

experience

Meanings dissimilar Meanings similar Meanings very similar

Misunderstanding Average degree of understanding

High degree ofunderstanding

Example: A manager dictated the following to his Secretary:

What was dictated -- It has been decided that a biogas plant be setup near our

canteen to make use of waste food.

What was typed by the secretary --

It has been decided that

(a) biogas plant

(b) setup

near our canteen to make use of waste food


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PERCEPTUAL BARRIERS: EYE CONTACT

NO OR

LITTLE

RIGHT

AMOUNT

TOO MUCH

YOU MAY BEPERCEIVED

AS

SHYANXIOUS

UNINTEREST-

ED

PAYINGATTENTION;

GIVING

RESPECT;

OPEN;

RELAXED;DIRECT IN

APPROACH

HOSTILE;THREAT-

ENING


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Barriers toEffectiveCommunication(Contd)

OrganisationalBarriers

- Culture - Environment - Size & structure

- Paceofactivity : Match (nonverbally and verbally) & Meet expectations

ProcessBarriers(In Transmission/Reception)

Channel/Medium

- Defects in Channel

- Poor infrastructural facilities (audio system, etc)

- Use of too many transmission links

- Environmental (noise, light)

IrrelevantInformationloading

LackofResponseor Feedback

Inappropriate Questions


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Overcoming Communication Barriers

ABC of Constructive Communication

Approach - manner of addressing both theperson and the subject

Build Bridges - Respect, Trust, Commonality

Customize your communication - Seek firstto understand, before being understood


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Overcoming theBarriers

Say toyourself, I willgetResponse

Comeup witha topicfordiscussioneveryday

Startimprovinguponpronunciation

Develophabitofreading start with theEnglish

newspaper/magazines

Understandfirst, then communicate

Dontbeafraidofaskingquestions


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Listening


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Listeningthe other side of communication

Messages must be received as well as sent.

A good question to ask yourself is, are you really listening

or simply waiting for your turn to talk?

If you are thinking about your reply before the other

person has finished, then you are not listening!

Too many people see communication as merely speaking.


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ListeningisActiveSearchformeaning;demands total

concentration

ObjectiveofListeningis

toreceiveinformation

tounderstandeffectively

toenhance clarity

toempathize


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Types of Listening

Passive

Selective Active


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Characteristics of Active Listening

yEmphasising on listening than talking.yUnderstanding personal feeling, beliefs and positions rather

than abstract ideas

yFollowing the speaker rather than leading the area we think

we should be exploring

yClarifying the speakers' thoughts and feelingsyResponding to speakers' feelings, beliefs and positions

Factors which influence active listening are:

1. Motivation2. Concentration

3. Empathy

4. Knowledge

5. Emotion


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Whatlisteninglookslike

TheListenerkeepslookingat the speaker

TheListenersbodyisin open position

Thelisteneris smilingwithapleasant &

encouragingexpression

Listenerlooksrelaxedbutalert, neithertensenorslouching

Listeneruttershumming sounds


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Barriers to effective listening

Perceptions

Language

Semantics

Personal Interests: self -

centeredness

Emotions

Inflections (pitch)

Environment noise

Preconceived notions/expectations : pre-judgement

Attention span

Physical hearing problem

Speed of thought wanderingmind


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So, whileListening

Avoiddistractions

Donotinterruptunnecessarily

Beactive(showinterest)

Paraphrasewhatyouveheard

Throwanecho


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Let the other person know you

are listening

S: Stand or sit straight, turn your face

squarely to the other and smileO: Have an open body position

L: Lean towards the other person slightly

E: Maintain eye contact and makeencouraging noises

R: Relax and be comfortable


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How can we improve our listening skills?

Eliminate distractions

Concentrate

Focus on the speaker : look beyondhis style

Maintain an open mind; reservejudgement

Look for non-verbal cues

Do not react to emotive words

Ask questions

Sit so you can see & hear

Avoid prejudices

Take notes

Ask for clarification


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How can we improve our listening

skills?

How can we improve our listening

skills?

PARAPHRASINGPARAPHRASING

Restating what

another has saidin your own

words

r

SUMMARIZINSUMMARIZINGG

Pulling togetherthe main points

of a speaker

QUESTIONINGQUESTIONING

Challengingparticipants totackle & solve

problems


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Other questioning techniques include:

Direct questions: asked of a particular individual allows you toinitiate control good for re-directing discussion from excessivetalkers.

Return questions: puts the question back to the questioner or group What do you think about that?

General overview questions: used to initiate a discussion or set up athoughtful exercise How would you respond to the situation?

Hypothetical questions: tests the responders problem-solvingability by posing a hypothetical situation If you had an unlimited

budget, what would you fund?


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Other helpful techniques to foster communication

(both verbal and non-verbal)

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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FEEDBACK

It makes me nervous when someone says,

I agree with everything you say.

Not even I agree with everything I say.

-Jeremy Rifkind, US Economist


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REASONS FOR NOT GIVING FEDBACK I dont have time

They already know how well they are doing If anything goes wrong, Ill tell them

They are professionals they need not be told

I dont want to interrupt their work If I told them theyre doing a good job, they would

want more money

I told him how he was doing 3 years ago, nothinghas changed

I am keeping them from getting swollen egos

If I told them how they are doing now, I wont have

anything to talk about during performance review


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How To Receive Feedback With Grace and Dignity

1. Control defensiveness.

2. Listen to understand.

3. Suspend judgment.

4. Summarize and reflect what you hear.

5. Ask questions to clarify.

6. Ask for examples and stories that illustrate the feedback, so you know

you share meaning with the person providing feedback.

7. Understand that the person giving feedback is not always right. They

see your actions but interpret them through their own perceptual

screen and life experiences.

8. Be approachable.

9. Determine the reliability of the feedback

10. Remember, only you have the right and the ability to decide what to do

with the feedback.


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Tips:

1. Show appreciation to the person providing the feedback.

2. If you find yourself becoming defensive or hostile, practice

stress management techniques such as taking a deep breath

and letting it out slowly.

3. Focusing on understanding the feedback by questioningand restating usually defuses any feelings you have of

hostility or anger.

4. If you really disagree, are angry or upset, and want to

dissuade the other person of their opinion, wait until youremotions are under control to reopen the discussion.


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Non-verbal feedback: receiver is no longer

receptive WARNING SIGNALS

Appear confused/ startled/ astonished

Expression of disagreement

Shake head back & forth

Furrow eyebrows

Raise eyes to ceiling

Begin to interruptFold arms firmly

Lean back

Look anxious to speak

BC Ch2 Verbal

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