1. Chapter 8 Interpersonal Processes & Behavior1 1 1 1 1 1

2. Effective Communication
I didn’t say that I
didn’t say it. I said
that I didn’t say that
I said it. I want to
make that very clear.

3. Communication
Communication - the evoking of a shared or common meaning in another person
Interpersonal communication - communication between two or more people in an organization 2

4. Communication Communicator - the person originating the message
Receiver - the person receiving a message
Perceptual screen - a window through which we interact with people that influences the quality, accuracy, and clarity of the communication 2

5. Basic Interpersonal Communication Model
Event X
Message
Context
Affect
Perceptual screens
Message - the thoughts and feelings that the communicator is attempting to elicit in the receiver
Feedback loop - the pathway that completes two-way communication 3

6. Communication
Language - the words, their pronunciation, and the methods of combining them used & understood by a group of people
Data - uninterpreted and unanalyzed facts
Information - data that have been interpreted, analyzed, & and have meaning to some user
Richness - the ability of a medium or channel to elicit or evoke meaning in the receiver 4

7. The Communication Process

8. Words That Create Distortions
Many people today use a vocabulary of “filler words” that contribute to imprecise language. The following words and phrases distort communication because they’re confusing and ambiguous to listeners:
Like you know See So OK
Like oh my God I mean Basically
And all that And everything like that
And whatever ‘n’ stuff

9. Communication Networks
Three Network Types
Connected,
decentralized
decision makers
(cyber-cowboys)
Independent,
decentralized
decision makers
(cowboys)
Centralized
decision makers
(commanders)
= Places where actions are taken and information is generated
= Centralized decision maker
Source: T.W. Malone, “Is Empowerment Just a Fad? Control, Decision Making and IT,” Sloan Management Review,
Winter 1997, pp

10. Three Common Small-Group Networks
Chain
Wheel
All-Channel

11. Hierarchy of Channel Richness
Type of
message
Information
medium
Leanest
Richest
Nonroutine,
ambiguous
Routine,
clear
Face to face
talk
Telephone
Computer
Memos’
letters
Flyers, bulletins
general reports

12. Coping With Rumors Announce timetables for making important decisions.
Explain decisions and behaviors that may appear inconsistent or secretive.
Emphasize the downside, as well as the upside, of current decisions and future plans.
Openly discuss worst case possibilities -it is almost never as anxiety provoking as the unspoken fantasy.

13. Implications for Managers
Less uncertainty, the greater the satisfaction
Less distortion in communication equals:
Incongruities between verbal and nonverbal communiqués increase uncertainty and reduce satisfaction.
The goal of perfect communication is unattainable.
The issue of communication is critical to motivation.

14. ACTIVE LISTENING
“You can not truly listen to anyone and do anything else at the same time.”
M. Scott Peck

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
What I heard you say was we will understand the process better if we break it into steps
This complex process needs to be divided to be understood 6

16. To make a judgment on the goodness-badness or rightness/wrongness
Response
ADVICE
To make a judgment on the goodness-badness or rightness/wrongness
To tell the sharer what he should do
Sets one person above the other
Says, “I know your situation better than you do.”
May put sharer on defensive
Moves focus from sharer to listener
INTERPRETATION
To teach
To tell what the problem means
To explain the cause of the problem
Gives information
Intellectualizes the conversation
(Moves it away from feelings)
Closes off further sharing
SUPPORT
To reassure
To minimize the feeling
Makes person feel less alone
Sometimes give “you just don’t understand my problem” feeling
Minimizes feelings
Shifts focus from feelings of sharer to feelings of listener
PROBING
To seek further information (a question)
To tell the sharer what to talk about
Gets information
Limits areas about which sharer can talk
Moves focus from what sharer wants to say to what listener wants to hear
PARAPHRASE
To check whether the responder understands the message
To clarify the problem
Encourages the sharer to go on and explore his feelings and ideas further
Communicates acceptance and concern to sharer

17. Levels of Empathy
Level One
The responder pays no attention to the content or feelings of the speaker. She ignores, argues with, denies, evaluates, or judges both the content and the feeling expressed.
Level Two
The responder pays attention to the content of the message, but not the feelings of the sharer. He ignores, denies or evaluates the feelings.
Level Three
The responder pays attention to both the feelings and the content of the sharer’s communication. She, however, ‘hears’ only the verbal and surface level of the communication.
Level Four
The listener adds noticeably to the sharer’s expression, hearing feelings even deeper than those the speaker was expressing. The response reflects concern, which encourages the sharer to go on. The listener responds with accuracy to all feelings, communicating a full awareness of the sharer as a person.

18. Reflective Listening
Helps the receiver & communicator clearly & fully understand the message sent
Useful in problem solving 7

19. 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

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

21. Effective Listening Make eye contact.
Exhibit affirmative head nods and appropriate facial expressions.
Avoid distracting actions or gestures.
Ask questions.
Paraphrase.
Avoid interrupting the speaker.
Don’t over talk.
Make smooth transitions between the roles of speaker and listener.

22. Effective Listening Find an area of interest.
Judge content and not delivery.
Hold your fire.
Listen for ideas.
Be flexible.
Resist distractions.
Keep your mind open.
Work at listening.

23. Steps To Effective Listening
Attending
Following
Reflecting
Responding

24. One-way Vs. Two-way Communications
One-way communication - communication in which 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 - a form of communication in which the communicator & receiver interact
good for problem solving 10

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

26. Barriers to Effective Communication
Filtering
Selective Perception
Defensiveness
Language

27. 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

28. Message Influences Factors that influence sent & received messages Age
Gender
Culture 5

29. 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

30. Defensive Communication
Defensive Behaviors
1 Evaluation
2 Control
3 Strategy
4 Neutrality
5 Superiority
6 Certainty
Supportive Behaviors
1 Description
2 Problem Orientation
3 Spontaneity
4 Empathy
5 Equality
6 Provisionalism

31. Nondefensive Communication
Nondefensive communication - communication that is assertive, direct, & powerful
Provides
basis for defense when attacked
restores order, balance & effectiveness
You are feeling really angry right now. 14

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

33. Defensive Tactics
Emp l o y e B o s 16

34. Nondefensive Communication: A Powerful Tool
Speaker exhibits self-control & self possession
Listener feels accepted rather than rejected
Characterized by
assertiveness
control
informative approach
centered
realism
honesty
Power 17

35. Nonverbal Communication
Nonverbal communication - all elements of communication that do not involve words
Four basic types
Proxemics - an individual’s perception & use of space
Kinesics - study of body movements, including posture
Facial & eye behavior - movements that add cues for the receiver
Paralanguage - variations in speech, such as pitch, loudness, tempo, tone, duration, laughing, & crying 18

36. Proxemics: Territorial Space
Territorial space - bands of space extending outward from the body; territorial space differs from culture to culture a b c d
a = intimate <1.5’
b = personal 1.5-4’
c = social 4-12’
d = public >12’ 19

37. Proxemics: Seating Dynamics
Seating dynamics - seating people in certain positions according to the person’s purpose in communication
Communication X O
Cooperation
X O
Competition X O
Non-
Communication
O X O 20

38. Decoding Non-verbal Cues
He’s
unapproachable!
He’s angry! I’ll
stay out of his way!
Boss breathes heavily & waves arms
Boss fails to acknowledge employee’s greeting
I wonder what
he’s hiding?
My opinion
doesn’t count
No eye contact while communicating
Manager sighs deeply 21

39. Gender and Communication
Does gender really make a difference?
Differences:
Purpose
Level of Involvement
Style

40. Childhood -- Growing up in Different Worlds.
Men
Emphasize Sports
Military Metaphors
Games – rules, boastful winners
Women
Girls Speak Sooner
Small Groups – same sex groups
Intimacy is Key
Emphasis on getting along

41. Gender Specific Behaviors
Men
Position
Problem Solving
Interruptions
Hierarchy
Independence
Talk to Report
Women
Personal
Process
Permission
Disclaimers
Upspeak
Solidarity
Talk to establish Rapport

42. Cultural Context Effects39

43. Cross-cultural Communication I
There are barriers caused by semantics.
There are barriers caused by word connotations.
There are barriers caused by tonal differences.
There are barriers caused by differences among perceptions.

44. Cross-cultural Communications II
Assume differences until similarity is proven.
Emphasize description rather than interpretation or evaluation.
Practice empathy.
Treat your interpretations as a working hypothesis.

45. What Do I Do If They Don’t Speak My Language?
Verbal Behavior.
Clear, slow speech.
Repetition.
Simple sentences..
Active verbs.
Nonverbal Behavior.
Visual restatements.
Gestures.
Demonstrations.
Pauses.
Summaries..

46. What You Hear, May Not Be What You See.

48. The Future Workplace Diversity
Generational Issues – technology, loyalty, motivation, styles of communication
Boomers
Busters
Changing Role Models
Electronic Communication

50. Computer-mediated Communication
Informational databases
Electronic mail systems
Voice mail systems
Fax machine systems
Cellular phone systems 22

51. How Does CMC Affect Communication?
Fast, immediate access to information
Immediate access to people in power
Instant information exchange across distance
Makes schedules & office hours irrelevant
May equalize group power
May equalize group participation 23

52. How Does CMC Affect Communication?
Communication can become more impersonal--interaction with a machine
Interpersonal skills may diminish--less tact, less graciousness
Non-verbal cues lacking
Alters social context
Easy to become overwhelmed with information
Encourages polyphasic activity 24

53. Tips for Effective Use of CMC
Strive for
message
completeness
Build in
feedback
opportunities
Don’t
assume
immediate
response
Is the
really
necessary?
Regularly
disconnect
from the
technology
Provide
social
interaction 25