1. The Total You!

6.  The ability to accomplish one’s personal goals in a manner that maintains a relationship on terms that are acceptable to all parties.

7. Dwyer: Communication in Business 3e © 2005 Pearson Education Australia 7 The communication process model

8. Dwyer: Communication in Business 3e © 2005 Pearson Education Australia 8 SENDER An individual has an idea to communicate

9. Dwyer: Communication in Business 3e © 2005 Pearson Education Australia 9 SENDER The idea is encoded Individuals encode ideas according to their own unique perceptions Perception l Self-concept l Family l Culture l Skills l Feelings l Attitudes l Values

10. Dwyer: Communication in Business 3e © 2005 Pearson Education Australia 10 SENDER Self-concept Family Culture Skills Feelings Attitudes Values RECEIVER Self-concept Family Culture Skills Feelings Attitudes Values The encoded idea is sent in a message To a receiver who decodes it according to different individual perceptionsceptions MESSAGE

11. Dwyer: Communication in Business 3e © 2005 Pearson Education Australia 11 SENDER Self-concept Family Culture Skills Feelings Attitudes Values RECEIVER Self-concept Family Culture Skills Feelings Attitudes Values The receiver responds with feedback MESSAGE FEEDBACK Feedback helps to ensure that the message received has been decoded correctly

12. Dwyer: Communication in Business 3e © 2005 Pearson Education Australia 12 SENDER Self-concept Family Culture Skills Feelings Attitudes Values Channel - the means of conveying the message FEEDBACK MESSAGE CONTEXT CHANNEL Context - the situation, environment or circumstances of the communication RECEIVER Self-concept Family Culture Skills Feelings Attitudes Values

13. Dwyer: Communication in Business 3e © 2005 Pearson Education Australia 13 SENDER Self-concept Family Culture Skills Feelings Attitudes Values Interference FEEDBACK MESSAGE CONTEXT CHANNEL Interference changes or distorts the message INTERFERENCE RECEIVER Self-concept Family Culture Skills Feelings Attitudes Values

14. Dwyer: Communication in Business 3e © 2005 Pearson Education Australia 14 CHANNEL SENDER Self-concept Family Culture Skills Feelings Attitudes Values RECEIVER Self-concept Family Culture Skills Feelings Attitudes Values The communication process is continuous… FEEDBACK MESSAGE INTERFERENCE MESSAGE FEEDBACK CONTEXT

16.  Why is feedback important?  Negative and Positive

17.  Let people know that you like to receive feedback  Identify the areas in which you want feedback  If you are a manager, set aside time for regularly scheduled feedback sessions  Use silence to encourage feedback  Watch for nonverbal responses  Ask questions  Paraph r ase  Use statements that encourage feedback  Reward feedback  Follow up  Recognize that feedback involves sharing ideas, not giving advice.  Include only 2-3 suggestions at a time  Know that effective feedback is immediate and well timed.

18. How often do you practice the actions necessary to be an effective communicator? The following is a list of 10 strategies that effective communicators practice regularly. Probably no one does all these things all the time; How frequently do you? 4: I almost always do this. 3: I often do this. 2: I do this infrequently. 1: I hardly ever do this.

19. 1. Before I speak, I try to create a clear picture in my own mind of the mental image I want the receiver to have. 2. As a sender, I carefully consider how any biases I may have about the receiver are likely to affect the tone of my message. 3. I am aware of my word choice, speech pattern, and pronunciation peculiarities. 4. I avoid jargon that might not be understood, red flag words that might elicit negative reactions, profanity that might offend, and slang.

20. 5. I recognize that my nonverbal behavior affects receivers. 6. I choose a particular communication channel to maximize understanding by the receiver, not for my personal comfort. 7. I adapt my messages to the knowledge, language, feelings, and motivation of my receiver. 8. I listen intently as I speak. 9. I look at and listen to my receiver for verification that I have been understood. 10. Before I speak, I ask myself, “Is this the right place to say what I’m going to say?”

21. Communication Styles

22.  Rarely seek feedback; rarely disclose  Motivated by anxiety  Prefer things to people  Seldom communicate expectations  Seen as non-communicators  Avoid or ignore conflict  Don’t try to motivate others

23.  Seldom seek feedback; disclose often  Motivated by overconfidence  Willingly give advice & some expectations  Seen as authoritarian  Solve conflicts by making all decisions  Motivate others mainly by criticism

24.  Seldom disclose; seek feedback often  Motivated by mistrust/desire for acceptance  Disclose mainly positive expectations  Seen as “yes” people  Prefer a social working environment  Smooth over conflicts  Motivate others mainly by praise

25.  Seek feedback often; disclose often  Motivated by confidence/like of people  Disclose both positive and negative  Over disclosure at times  Seen as team communicators  Handle conflict by participation of others  Motivate by praise and criticism

26.  After discussing the following topics, you will then be reinforced through eye-opening verbal and written exercises, group discussions, and a question and answer period.

27. Percentage of Time the Average Worker Spends on Various Communication Activities

28. 1.I have a hard time remembering someone’s name when introduced 2.It is often difficult for me to concentrate on what others are saying 3.I fell tense when listening to new ideas 4.I have difficulty concentrating on instructions others give me 5.I dislike being a listener as a member of an audience

29. 6. I seldom seek out the opportunity to listen to new ideas 7. I find myself daydreaming when others seem to ramble on. 8. I often argue mentally or aloud with what someone is saying before he or she even finishes speaking. 9. I find that others are always repeating things to me. 10. I seem to find out about important events too late.

30.  How does your current organization or school do at internal listening?  What feedback opportunities exist in your current organization or school?  Do you feel that those opportunities are adequate?  What recommendations would you make to improve the process?

31. To Help Ourselves On the Job Get a Degree Less Wasting Time To Help Others Advising Judging Analyzing Questioning Supporting Prompting Paraphrasing

32.  Hearing  Attending  Understanding  Responding  Remembering

33. Listening for pleasure or enjoyment.

34. Listening to provide emotional support for the speaker.

35. Listening to understand the message of a speaker.

36. Listening to evaluate a message for purposes of accepting or rejecting it.

37.  Message Overload  Internal Noise – Daydreams  External Noise (Tolerating/Creating Distractions)  Rapid Thought  Too Much Effort  Hearing Problems  Faulty Assumptions  Lack of Apparent Advantages  We all Interpret Differently  Memory Failure

39.  Pseudolistener  Stage-Hog  Selective Listener  Insulated Listener  Defensive Listener  Ambusher  Insensitive Listener

40.  Talk Less!  Take Listening Seriously  Resist or Get Rid of Distractions  Suspend Judgment  Look for Key Ideas

41. Ways to Become a Better Listener  Offer Verbal and Nonverbal Feedback  Plan Ahead to Prepare Yourself Mentally  Make Time to Listen  Improve Your Memory

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44. “Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.” ~Sam Walton

45.  Listening to employees builds stronger relationships with them. Reduces Turnover.  Listening to employees can lead their growth as workers and increases their feelings of confidence about their place within the organization.  Listening to employees can help them work through issues affecting their performances.

46. Listening To The Boss Listen to know the boss Use knowledge of boss as guide Develop expertise valued by boss Hesitate to give advice Praise appropriately Don’t criticize

47.  First You Forget Names – Then You Forget Faces – Next You Forget to Pull Your Zipper Up – And Finally You Forget To Pull it Down!  George Burns

48. Thanks for LISTENING UP!