Communication

Communication Skills for Managers Barriers to Effective Communication Perceptual and attribution biases Conflicting assumptions Inadequate information Semantics Emotional Blocks Nonverbal communication barriers Cultural barriers Inadequate communication media Technological barriers

Communication Skills for Managers Barriers to Effective Communication Perceptual and attribution biases Experience is different and causes wrong interpretation – Common experiences gives common meaning Conflicting assumptions Sender assumes receiver will use the same code to decode as intended Receiver decodes based on wrong assumptions due to inadequate background information and creates a misunderstanding

Communication Skills for Managers Barriers to Effective Communication Codes of past experience Facts Knowledge Beliefs Attitudes Social Roles Values Language Memories All blended with feelings and emotions How many of these should overlap to decode the message

Communication Skills for Managers Barriers to Effective Communication Inadequate information Managers do not provide enough info to decode

Communication Skills for Managers Barriers to Effective Communication Semantics – Word usage You charge someone a fee for service. You charge something you purchase to pay later. You charge a battery. You charge an official with duties to perform. You charge a horse into battle. You get a charge out of something funny. You charge a criminal for crimes committed. The navy uses a depth charge.

Communication Skills for Managers Barriers to Effective Communication Emotional Blocks Experiences have an emotional / feeling component. A concert Wedding Day Movie

Barriers to Communication Communication Barriers - factors that block or significantly distort successful communication Physical separation Status differences Gender differences Cultural diversity Language 23 12 23

Communication Skills for Managers Barriers to Effective Communication Nonverbal communication barriers Body motion – gestures, facial expressions, eye behavior, touching, and so forth Physical characteristics – body shape, physique, posture, height,weight,hair, and skin color Paralanguage – voice quality, volume, speech rate, pitch, nonfluencies such as yaa, ah or um, laughing. Proxemics – ways people use and perceive space Environment – building and room design, furniture, decorations Time – being late or early, keeping others waiting, time v. status

Communication Skills for Managers Barriers to Effective Communication Cultural barriers Language, native customs, religious customs Inadequate communication media Use of wrong media to convey message completely Technological barriers Receiver does not have the ability or technological capability to decode message

Communication Skills for Managers Barriers to Effective Communication Messages that are unclear, incomplete, difficult to understand Messages sent over the an inappropriate medium Messages with no provision for feedback Messages that are received but ignored Messages that are misunderstood Messages delivered through automated systems that lack the human element

Communication Skills for Managers Managers as Senders Send clear and complete messages. Encode messages in symbols the receiver understands. Select a medium appropriate for the message and, importantly, one that is monitored by the receiver. Avoid filtering (holding back information) and distortion as the message passes through other workers. Ensure a feedback mechanism is included in the message. Provide accurate information to avoid rumors.

Communication Skills For Managers Managers as Receivers Pay attention to what is sent as a message. Be a good listener: don’t interrupt. Ask questions to clarify your understanding. Be empathetic: try to understand what the sender feels. Understand linguistic styles: different people speak differently. Speed, tone, pausing all impact communication. This is particularly true across cultures and managers should expect and plan for this.

Basic Interpersonal Communication Model Perceptual screens / Communicator Receiver Event X Message Context Affect Influence message quality, accuracy, clarity Include age, gender, values, beliefs, culture, experiences, needs 3

This complex process needs to be divided to be understood 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 6

Reflective Listening Emphasizes receiver’s role Helps the receiver & communicator clearly & fully understand the message sent Useful in problem solving 7

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 8

Reflective Listening: 4 Levels of Verbal Response Affirm contact Paraphrase the expressed Clarify the implicit Reflect “core” feelings 9

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 10

Five Keys to Effective Supervisory Communication Expressive speaking Empathetic listening Persuasive leadership Sensitivity to feelings Informative management 11

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 13

Non-defensive Communication Non-defensive Communication - communication that is assertive, direct, & powerful Provides basis for defense when attacked restores order, balance, and effectiveness 14

Two Defensiveness Patterns Subordinate Defensiveness - characterized by passive, submissive, withdrawing behavior Dominant Defensiveness - characterized by active, aggressive, attacking behavior 15

Defensive Tactics Defensive Tactic Speaker Example Power Play Boss “Finish this report by month’s end or lose your promotion.” Put-Down “A capable manager would already be done with this report.” Labeling “You must be a slow learner. Your report is still not done?” Raising Doubts “How can I trust you, Chris, if you can’t finish an easy report?” 16

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 “Morgan did not give me input until just today.” Hostile Jokes “You can’t be serious! The report isn’t that important.” Deception “I gave it to the secretary. Did she lose it?” 16

Non-defensive 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 communication Define the situation Clarify the person’s position Acknowledge the person’s feelings Bring the focus back to the facts 17

Tips for Effective Communication Provide social interaction opportunities Is the message really necessary? Regularly disconnect from the technology Provide social interaction opportunities Don’t assume immediate response Strive for message completeness Build in feedback opportunities 25

Communication Techniques

Communication Techniques

Communication Techniques

Communication Techniques