Chapter 8Nelson & Quick

Communication

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 messageReceiver - the person receiving a messagePerceptual Screen - a window through which we

interact with people that influences the quality, accuracy, and clarity of the communication

The Communication Process

Senderhas idea

Senderencodes idea into message

Receiver perceives& decodesmessage

Message channelsandNoise

Sender's response to feedback may trigger additional feedback to receiver

Receiver provides verbal and nonverbal responses to sender

Adapted from Figure 16.1

16.2

Information Richness of Channels

Adapted from Figure 16.4

Information Information ChannelChannel

Information Information RichnessRichness

Face-to-facediscussion HighestHighest

HighHigh

ModerateModerate

LowLow

LowestLowest

Telephoneconversations

Written letters/memos(individually addressed)

Formal written documents(unaddressed bulletins ore-mail)

Formal numericdocuments (printouts,budget reports)

16.6

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

This complex process needs to be divided to be understood

What I heard you say was we will understand the

process better if we break it into steps

Reflective Listening

Emphasizes receiver’s role

Helps the receiver & communicator clearly & fully understand the message sent

Useful in problem solving

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

Reflective Listening: 4 Levels of Verbal Response

Affirm contact

Paraphrase the expressed

Clarify the implicit

Reflect “core” feelings

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

Five Keys to Effective Supervisory Communication

Expressive speaking

Empathetic listening

Persuasive leadership

Sensitivity to feelings

Informative management

Barriers to Communication

Physical separation Status differences Gender differences Cultural diversity Language

Communication Barriers - factors that block or significantly distort successful communication

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

Nondefensive Communication

Nondefensive Communication - communication that is assertive, direct, & powerful

Provides basis for defense when attacked restores order, balance, and

effectiveness

Two Defensiveness Patterns

Dominant Defensiveness - characterized by active, aggressive, attacking behavior

Subordinate Defensiveness - characterized by passive, submissive, withdrawing behavior

Defensive Tactics

Defensive Tactic Speaker Example

Power Play Boss “Finish this report by month’s end or lose your promotion.”

Put-Down Boss “A capable manager would already be done with this report.”

Labeling Boss “You must be a slow learner. Your report is still not done?”

Raising Doubts Boss “How can I trust you, Chris, if you can’t finish an easy report?”

Defensive Tactics

Defensive Tactic Speaker Example

Misleading Information

Employee “Morgan has not gone over with me the information I need for the report.” [Morgan left Chris with a copy of the report.]

Scapegoating Employee “Morgan did not give me input until just today.”

Hostile Jokes Employee “You can’t be serious! The report isn’t that important.”

Deception Employee “I gave it to the secretary. Did she lose it?”

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 Crier’s rules to nondefensive

communication1. Define the situation2. Clarify the person’s position3. Acknowledge the person’s feelings4. Bring the focus back to the facts

Nonverbal Communication

Nonverbal Communication - all elements of communication that do not involve words

Four basic types Proxemics - an individual’s 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

c

c = social 4-12’b

b = personal 1.5-4’

Proxemics: Territorial Space

Territorial Space - bands of space extending outward from the body; territorial space differs from culture to culture

a

a = intimate <1.5’

dd = public >12’

Proxemics: Seating Dynamics

Seating Dynamics - seating people in certain positions according to the person’s purpose in communication

Cooperation

X O

Non-Communication

O X O

Competition

X

O

X

CommunicationO

Examples of Decoding Nonverbal Cues

Boss fails to acknowledge employee’s greeting

No eye contact while

communicatingManager sighs deeply

Boss breathes heavily &

waves arms

He’s unapproachable!

My opinion doesn’t count

I wonder whathe’s hiding?

He’s angry! I’llstay out of

his way!

SOURCE: Adapted from “Steps to Better Listening” by C. Hamilton and B. H. Kleiner. Copyright © February 1987. Reprinted with permission, Personnel Journal, all rights reserved.

New Technologies for Communication

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

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

Communication can become more impersonal--interaction 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

How Do New Technologies Affect Behavior?