1. Chapter 8 Communication
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2. 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

3. 8.1 A Basic Interpersonal Communication Model

4. Information Richness & Data Capacity
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5. 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

6. 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

7. 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 

8. 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

9. 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

10. 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

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Aggressive, malevolent, passive, or withdrawn messages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

12. 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

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Proxemics
Seating dynamics – seating people in certain positions according to the person’s purpose in communication
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14. Communication Technologies
Voice mail
Instant messaging
Facsimile (fax) machines
Smartphone

15. 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

16. 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, , letter, secretary?

17. 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, , 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.

18. 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.

19. 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.

20. 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

21. 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

22. 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.

23. 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.”