1. Communication

2. 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

3. 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

4. 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

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

6. 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.

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

8. 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

9. 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

10. 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

11. 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

12. 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.

13. 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.

14. 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

15. 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

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

17. 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

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

19. 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

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

21. 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

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

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

24. 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

25. 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

26. 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

27. 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

28. Communication Techniques

29. Communication Techniques

30. Communication Techniques

31. Communication Techniques