Chapter 8 Communication Copyright ©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Interpersonal Communication Evoking of a shared or common meaning in another person Communication Communication between two or more people in an organization Interpersonal communication A window through which one interacts with others Influences the quality, accuracy, and clarity of the communication Perceptual Screen

8.1 A Basic Interpersonal Communication Model

Information Richness & Data Capacity © 2011 Cengage Learning. All rights reserved.

Emphasizes role of the receiver Enables problem solving Reflective Listening An individual carefully listens to a message and immediately repeats it back to the speaker Helps communicator: Clarify intended message Correct misunderstandings Emphasizes role of the receiver Enables problem solving

Reflective Listening: Levels of Verbal Response Provides reassurance to a speaker in expressing thoughts and feelings Affirming contact Assures accuracy of the communication process Paraphrasing the expressed Enables identification of unspoken thoughts and feelings Clarifying the implicit Restate the speaker’s important thoughts and feelings Reflecting core feelings

Nonverbal Responses of Reflective Listening Speaker’s perspective - Helps express difficult ideas or feelings Listener’s perspective - Helps sort out thoughts and feelings Silence Moderate direct eye contact communicates openness and affirmation without causing either speaker or listener to feel intimidated Eye contact 

Barriers and Gateways to Communication Barriers to communication Gateways to communication Factors that distort, disrupt, or even halt successful communication Openings that break down communication barriers

Barriers and Gateways to Communication (continued) Gender differences Awareness of gender-specific differences in communication Cultural diversity Increased awareness and sensitivity Acquiring a guide for understanding and interacting with members of other cultures Language Speak in the native language of the listener Avoid jargon or technical language

Civility and Incivility Communication and behavior that respect the integrity and dignity of the individual Advantages Preventing harm and damage in workplace relationships Well-being in the workplace Civility Discourteous communication and rude behavior that are disrespectful, hurtful, or injurious Consequences Decline in satisfaction with supervisors and coworkers Perceptions of unfair treatment followed by depression Incivility

Defensive and Nondefensive Communication Aggressive, malevolent, passive, or withdrawn messages Defensive communication Assertive, direct, and powerful messages Nondefensive communication

Nonverbal Communication Study of an individual’s perception and use of space Territorial space: Bands of concentric space radiating outward from body Proxemics 19 Study of body movement and posture Kinesics Communicates emotional state and behavioral intentions Gives cues to the receiver Facial and eye behavior Variations in speech that communicates messages Pitch, loudness, tempo, tone, duration, laughing, and crying Paralanguage

© 2011 Cengage Learning. All rights reserved. Proxemics Seating dynamics – seating people in certain positions according to the person’s purpose in communication © 2011 Cengage Learning. All rights reserved. 20

Communication Technologies E-mail Voice mail Instant messaging Facsimile (fax) machines Smartphone

How Information Communication Technology (ICT) Affects Behavior Depreciates the richness of personal interaction Decreases interpersonal skills Eliminates nonverbal cues Alters social context of exchange Equalizes participation and encourages multi-tasking Increases potential for overload Makes people less patient with face-to-face communication

Communicating concerns about performance Why? The purpose is to improve performance of the employee. Watch your motives. What? Behaviors. Find good ones first, then focus on behavior not meeting standards. Make sure they (and you) understand why their behavior does not meet standards and how to correct it. How do you arrange the meeting? Sends a message before the actual counseling session. In person, e-mail, letter, secretary?

Communicating concerns about performance Where? Your place or theirs? Power symbols (e.g. seating) depend on severity of problem and if punishment is involved. When? As close to the discrepancy as possible. Time of day considerations? How do you express your concerns? In person? Written? (memo, e-mail, letter, note). Consider speaking to them in person and follow-up in writing. What next? Your behavior following counseling is key. Need to establish normal relations, follow-up but still be supportive. Build efficacy. Remember procedural justice – everyone is watching you.

Assertive Communication The ability to communicate clearly and directly what you need or want from another person in a way that does not deny or infringe upon the other’s rights. Use I-statements rather than you-statements; produce dialogue rather than defensiveness. Matter-of-fact, issue focused and not personal.

Assertive vs. Aggressive Verbal Statement of wants. Honest statement of feelings. Direct statements which say what you mean. I statements. “Loaded” words. Accusations. Subjective terms. “You” statements that blame or label Nonverbal general demeanor Attentive listening. Generally assured manner, communicating caring support. Exaggerated show of strength. Flippant, sarcastic style. Air of superiority. Voice Firm, warm, well modulated, relaxed Tensed, shrill, loud, shaky; cold, demanding; superior, authoritarian Eyes Open, frank, direct. Eye contact, but not glaring or staring Expressionless, narrowed, cold, glaring; not really “seeing” others Stance and posture Well balanced, straight on, open, erect, relaxed Hands on hips, arms crossed, feet apart. Stiff, rigid, rude. Hands Relaxed motions Clenched. Abrupt gestures, fingerpointing, fist pounding.

I-statements: Three components A specific and nonblaming description of the behavior exhibited by the other person The concrete effects of that behavior The speaker’s feelings about the behavior

I-statement examples Behavior Effects Feelings When you come late to our meetings We have to use valuable time bringing you up-to-date, and others end up doing your share of the work And I resent that When you interrupt me I lose my train of thought and don’t get to make my point And that makes me angry When you don’t complete your team assignments It disrupts the team’s ability to complete it’s mission And that concerns me

Assertive communication In addition to using I-statements: Empathize with the other person’s position in the situation Specify what changes you would like to see in the situation or in another’s behavior, and offer to negotiate those changes with the other person Indicate, in a nonthreatening way, the possible consequences that will follow if change does not occur.

Assertive Communication: An example “When you are late to meetings, I get angry because I think it is wasting the time of all the other team members and we are never able to get through our agenda items. Can you help me understand why you are late, and how I might be able to help you get to meetings on time? That way, we can be more productive at the meetings and we can all keep to our tight schedules. Please understand, we must find a way to improve this in order for you to remain on the team.”