What is communication? What are the issues in interpersonal communication? What is the nature of communication in organizations? How can we build more collaborative work environments? Copyright © 2012 John Wiley & Sons, Inc. 11-2

Communication  A process of sending and receiving messages with attached meanings. Copyright © 2012 John Wiley & Sons, Inc. 11-3

Copyright © 2012 John Wiley & Sons, Inc. 11-4

Source  Encodes an intended meaning into a message. Receiver  Decodes the message into a perceived meaning. Noise  Any disturbance that disrupts communication effectiveness and interferes with the transference of messages within the communication process. Copyright © 2012 John Wiley & Sons, Inc. 11-5

Communication channels Face-to-face meetings Online discussions Written letters Telephone Voice mail Copyright © 2012 John Wiley & Sons, Inc. 11-6

Feedback  The process through which the receiver communicates with the sender by returning another message. Copyright © 2012 John Wiley & Sons, Inc. 11-7

Potential barriers to feedback in the workplace  Concern that feedback will be received or raise emotions that individuals are not prepared to handle.  Words intended to be polite and helpful can easily end up being perceived as unpleasant and even hostile.  Performance appraisal process – finding a way to communicate both praise and criticism. Copyright © 2012 John Wiley & Sons, Inc. 11-8

Nonverbal communication  Takes place through facial expressions, body position, eye contact, and other physical gestures.  Presence - the act of speaking without using words. Copyright © 2012 John Wiley & Sons, Inc. 11-9

Copyright © 2012 John Wiley & Sons, Inc

Interpersonal barriers  Occur when individuals are not able to objectively listen to the sender due to things such as lack of trust, personality clashes, a bad reputation, or stereotypes/prejudices.  Selective listening – Individuals block out information or only hear things that match preconceived notions.  Filter – Convey only parts of the information (e.g., not to tell the “whole” truth) Copyright © 2012 John Wiley & Sons, Inc.

Physical distractions  Another barrier that can interfere the effectiveness of the communication process. Copyright © 2012 John Wiley & Sons, Inc

Semantic barriers  Involves a poor choice or use of words and mixed messages.  Use the KISS principle of communication.  “Keep it short and simple.” Copyright © 2012 John Wiley & Sons, Inc

Active listening  The ability to help the source of a message say what he or she really means.  Everyone in the new workplace needs to develop good skills in active listening. Copyright © 2012 John Wiley & Sons, Inc

Guidelines for active listening Listen for content Listen for feelings Respond to feelings Note all cues Reflect back Copyright © 2012 John Wiley & Sons, Inc

Ethnocentrism  The tendency to believe that one’s culture and its values are superior to those of others.  Cross-cultural communication challenges:  Language differences  Use of gestures Parochialism  The ways of your culture are the only ways of doing things. Copyright © 2012 John Wiley & Sons, Inc

Low-context cultures  Members are very explicit in using the spoken and written word. High-context cultures  Use words to convey only a limited part of the message.  The rest must be inferred or interpreted from the context. Copyright © 2012 John Wiley & Sons, Inc

Formal channels  Follow the chain of command established by an organization’s hierarchy of authority. Informal channels  Do not adhere to the organization’s hierarchy of authority. Copyright © 2012 John Wiley & Sons, Inc

Grapevine  A network of friendships and acquaintances through which rumors and other unofficial information get passed from person to person. Copyright © 2012 John Wiley & Sons, Inc

Channel richness  The capacity of a communication channel to convey information. Copyright © 2012 John Wiley & Sons, Inc

Copyright © 2012 John Wiley & Sons, Inc

Copyright © 2012 John Wiley & Sons, Inc

Organizational communication Information flows:  Through formal and informal structures.  Downward, upward, and laterally. Copyright © 2012 John Wiley & Sons, Inc

Downward communication  Follows the chain of command from top to bottom. Upward communication  The flow of messages from lower to higher organizational levels. Lateral communication  The flow of messages at the same levels across organizations Copyright © 2012 John Wiley & Sons, Inc.

Advances in information technologies enable organizations to:  Distribute information much faster.  Make more information available.  Allow broader and more immediate access to information.  Encourage participation in the sharing and use of information.  Integrate systems and functions, and use information to link with the environment. Copyright © 2012 John Wiley & Sons, Inc

Potential disadvantages of electronic communications  Technologies are impersonal.  Nonverbal communication is removed from situation.  May create difficulties with understanding the emotional aspects of communication.  Information overload. Copyright © 2012 John Wiley & Sons, Inc

Status differences  Status differences create potential communication barriers between persons of higher and lower ranks. Mum effect  tendency to keep “mum” from a desire to be polite and a reluctance to transmit bad news. Copyright © 2012 John Wiley & Sons, Inc

Collaborative environments are characterized by boundaryless information flows, more open and transparent communications, and more supportive communication dynamics. Copyright © 2012 John Wiley & Sons, Inc

Interactional transparency  The ability for both leaders and followers to be open accountable, and honest with one another.  Transparent communication involves: o Sharing relevant information. o Being forthcoming regarding motives and the reasoning behind decisions. o Proactively seeking and giving feedback Copyright © 2012 John Wiley & Sons, Inc.

Supportive communication principles  Principles focus on joint problem solving with the intent of addressing communication breakdowns and changing problematic behaviors before they get to be big problems.  The primary emphasis of supportive communication is to avoid defensiveness and disconfirmation Copyright © 2012 John Wiley & Sons, Inc.

Reduce defensiveness and disconfirmation by:  Focusing on the problem, not the person.  Being specific and descriptive, not global or evaluative.  Owning the communication.  Being congruent Copyright © 2012 John Wiley & Sons, Inc.