Today: We will: –Have your first quiz –Go over the projects –Learn about different communication styles –Learn about and practice active listening and.
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Presentation on theme: "Today: We will: –Have your first quiz –Go over the projects –Learn about different communication styles –Learn about and practice active listening and."— Presentation transcript:
Today: We will: –Have your first quiz –Go over the projects –Learn about different communication styles –Learn about and practice active listening and communication –Learn how to give/receive feedback
Active Listening and Communication Managerial Skills Lecture
Communication Model (NOISE) SENDER ENCODE TRANSMIT DECODE RECEIVER MESSAGE FEEDBACK
Some Barriers To Communication? Frames of Reference Semantics Value Judgments Selective Listening
Differences in Communication Styles –The Socializer –The Director –The Thinker –The Relater How Can You Adapt to Diversity of Communication Styles?
Active Listening Mirroring - copying (e.g. body language, style of speaking) Attending – eye contact and body positioning Closed/leading questions – can be answered by yes/no or with single or few words –To gain quick responses
Active Listening Open questions - what, how (feelings) & why –To understand the problem; to understand the issue from the other’s point of view; to draw out the speaker Encouraging –nodding and smiling, or by repeating key words –showing interest, keep the person speaking Paraphrasing – repeating the gist of the idea in your own words –showing or checking understanding
When to Use Open and Closed Questions Use closed questions when you want to –save time and energy –obtain very specific information from the person –encourage the person to reconstruct a specific event –avoid extensive explanations on the part of the person –clarify a point made in answer to an open question Use an open question when you want to: –let the interviewee talk through their opinions without constraints –ascertain the depth of the interviewee’s knowledge –to gather information SOURCE: Adapted from Downs, Smeyak, & Martin, 1980.
Active Listening Reflecting – acknowledging underlying feelings Summarizing – briefly stating what you have heard –Longer time period than paraphrase –Lists main ideas covered –Often to close off the topic
Sending Clear, Understandable Messages? Use Multiple Channels. Obtain Feedback.
Exhibit : Guides for Giving and Receiving Feedback Criteria for Giving Feedback 1.Make sure your comments are intended to help recipient. 2.Speak directly. 3.Describe what the person is doing and the effect the person is having. 4.Be specific, not general (use clear and recent examples). 5.Check to ensure the validity of your statements. 6.Give feedback when the recipient is open to accepting it. 7.Don’t be threatening or judgmental. 8.Include only things the receiver can do something about. 9.Don’t overwhelm the person with more than can be handled.
Feedback “I” statements 1. Describe the behavior 2. State the effects of the behavior 3. Tell your feelings about the behavior e.g.You have been late to the last three meetings. I am angry because we have to wait for you to arrive before we can make any important decisions and it makes me late for my next meeting.
Scenarios for resolution 1. Your roommate doesn’t bath often enough, and it bothers you 2. Your co-worker regularly calls you personal and affectionate nicknames (e.g. toots), and it bothers you. 3. Your boss sometimes uses profanity, and it bothers you 4. Your children argue too often when they are together, and it bothers you.
Descriptive Communication: Feedback STEP 1 –Describe as objectively as possible the event, behavior, or circumstance. –Avoid accusations. –Present data or evidence, if needed. STEP 2 –Describe your own reactions to or feelings about the event, behavior or circumstance. –Describe the objective consequences that have or will likely result. –Focus on the behavior and on your own reaction, not on the other individual or their personal attributes. STEP 3 –Suggest a more acceptable alternative. –Be prepared to discuss additional alternatives. –Focus on the alternative solutions, not on who is right or wrong.
Can you identify problems? 1. You simply can’t keep making these stupid mistakes 2. You never have anything to offer when I ask for suggestions 3. People think you are a good leader
Fred Fauxpas Fred Fauxpas went on an around-the-world business trip. He started in China, where he presented his host with a monogrammed piece of silver. Next, he went to Hong Kong, where he gave his host a clock. In Japan, Fred was encouraged to hear his business partner say that he would consider Fred’s proposal. Next stop, Argentina, where Fred laid out plans for a new factory over lunch. In Venezuela, Fred kindly inquired after the health of his business partner’s wife. Fred then went to England, where he purchased a beautiful bouquet of white lilies for his hostess. Finally, Fred went to Egypt, where he gave his associate a discrete “thumbs up” to show how well he thought the meeting was going.