2. Interpersonal Communication5
Interpersonal Communication

3. Introduction
Most employees spend 75 percent of each workday communicating
75 percent of what we hear we hear incorrectly
75 percent of what we hear accurately we forget within three weeks
70 percent of all business communication fails to achieve the intended purposes

4. The communication process consists of a sender who encodes a message and transmits it through a channel to a receiver who decodes it and may give feedback.

5. The Communication Process
Step 1: Encodes message and selects transmission channel
Step 3: Decodes message and decides if feedback is needed
Step 2: Transmits message through a channel
Step 4: Feedback – response or new message may be transmitted
Exhibit 5.1

6. Barriers to Communication
Perception
Information overload
Channel selection
Noise
Trust and credibility
Not listening
Emotions
Filtering
Gender
Culture

7. How Barriers Affect The Communication Process
Message
Barriers
Barriers
Response

8. Steps in the Communication Process (1 of 3)
Step 1. The sender encodes the message and selects the transmission channel
Encoding – the sender’s process of putting the message into a form that the receiver will understand
Perception communication barriers
Information overload communication barriers
Transmission channels
Oral
Nonverbal
Written
Channel selection barriers

9. Steps in the Communication Process (2 of 3)
Step 2. The sender transmits the message
Noise communication barriers
Step 3. The receiver decodes the message and decides if feedback is needed
Decoding – the receiver’s process of translating the message into a meaningful form
Trust and credibility communication barriers
Not listening barrier to communication
Emotional barriers to communication

10. Steps in the Communication Process (3 of 3)
Step 4. Feedback – a response or a new message may be transmitted
Filtering communication barriers
Gender style barrier to communication

11. Gender Conversation Differences
Research shows the men and women converse for different reasons
Gender style becomes a barrier to communication between the sexes
Women tend to:
talk to create connections and develop relationships
Men tend to:
talk about status and independence

12. Barriers to Cross-Cultural Communication:
3. Language
4. Etiquette and
Politeness
5. Nonverbal
Communication
1. Cultural
Context
2. Social
Convention

13. High- versus Low-Context Cultures
High-Context
Chinese
Korean
Vietnamese
Arab
Greek
Spanish
Italian
English
North American
Scandinavian
Swiss
German
Low-Context

14. Cultural Context: High-Context Cultures
Rely heavily on nonverbal communication
Rely on subtle situational cues during the communication process
What is not said is often more important than what is actually said
Important factors in communication:
official status
place in society
reputation

15. Cultural Context: Low-Context Cultures
Rely heavily on the actual words used
Nonverbal communications and subtle situational cues are not as important as what is actually said
Status, place, and reputation are given secondary importance to the actual words

16. High- versus Low-Context Culture Communication Importance
High-Context Culture
Low-Context Culture
Focus on nonverbal communications and subtle cues X
Focus on actual spoken and written work
Credibility and trust are important
The need to develop relationships
Position, age, seniority
Use of precisely written legal contracts
Direct get down to business conversation
Managers tell employees (give orders) what to do

17. Social Conventions Language, Etiquette, and Politeness
Even when speaking the same language, words mean different things, and the same thing may be called by different names
Nonverbal Communication
Consists of messages we send without using words

18. Guidelines to Overcome Global Barriers to Communications:
Believe there are differences until similarity is proven
Delay judgment of peoples’ behavior until you are sure you are being culturally sensitive
Put yourself in the receiver’s position
When in doubt, ask
Follow the other person’s lead and watch his or her behavior

19. Sending Messages
To transmit messages effectively, managers must state exactly:
what they want
how they want it done
when they want it done
Before you send a message,
you should carefully select the channel
plan how you will send the message

20. Goals of Communication
Influence
Inform
Express Feelings

21. Planning the Message What is the goal of the message?
Who should receive the message?
How will you encode the message so that it will be understood?
When will the message be transmitted?

22. The Message-Sending Process Model
Step 1. Develop rapport
Step 2. State the communication objective
Step 3. Transmit the message
Step 4. Check understanding
Step 5. Get a commitment and follow up

23. Receiving Messages
Communication does not take place unless the message is received with mutual understanding
The message cannot be received accurately unless the receiver listens
Empathic listening – the ability to understand and relate to another’s situation and feelings

24. Levels of Listening 3. Projective 2. Evaluation 1. Marginal
The receiver listens without evaluation to the full message, attempting to understand the sender’s viewpoint.
2. Evaluation
The receiver listens carefully until hearing something that is not accepted. Listening ends and the response to the incomplete message is developed.
1. Marginal
The receiver does not listen carefully. The message is not heard or understood with mutual agreement

25. Active Projective Listening Tips (1 of 2)
1. Pay attention
2. Avoid distractions
3. Stay tuned in
4. Do not assume and interrupt
5. Watch for nonverbal cues
6. Ask questions
7. Take notes
8. Convey meaning
Analyzing
9. Think
10. Evaluate after listening
11. Evaluate facts presented

26. Active Projective Listening Tips (2 of 2)
Speaking
12. Paraphrase first
13. Watch for nonverbal cues

27. Feedback Process of verifying messages Forms of feedback include:
questioning
paraphrasing
allowing comments and suggestions
Feedback when giving and receiving messages facilitates job performance

28. 360-Degree Feedback Performance feedback method:
downward from the supervisor
laterally from peers or coworkers
upwards from subordinates
inwardly from the person getting the feedback
Customers and suppliers can also provide feedback on different aspects of performance

29. Common Approach of Getting Feedback
To send the entire message
Followed by asking “Do you have any questions?”
Feedback usually does not follow because people have a tendency not to ask questions because:
They feel ignorant
They are ignorant
Receivers are reluctant to point out the sender’s ignorance

30. How to Get Feedback on Messages
Be open to feedback
Be aware of nonverbal communication
Ask questions
Paraphrasing

31. Response Styles
Advising
Diverting
Probing
Reassuring
Reflecting

32. Response Styles: Advising
Advising responses provide evaluation, personal opinion, direction, or instructions
Employees often come to the manager for advice on how to do something or for the manager to make a decision
Appropriate use of advising responses:
Giving advice is appropriate when you are directly asked for it

33. Response Styles: Diverting
Often called changing the subject
Diverting responses switch the focus of the communication to a message of the receiver
The receiver becomes the sender of a different message
Appropriate use of diverting responses:
When using the autocratic supervisory style
Helpful when used to share personal experiences of feelings that are similar to those of the sender

34. Response Styles: Probing
A probing response asks the sender to give more information about some aspect of the message
Useful to get a better understanding of the situation
Appropriate use of probing responses:
During the early stages of the message to ensure understanding

35. Response Styles: Reassuring
A reassuring response is given to reduce the intensity of the emotions associated with the message
Appropriate use of reassuring responses:
When the other person lacks confidence
Encouraging responses can help employees develop

36. Response Styles: Reflecting
The reflecting response paraphrases the message back to the sender to convey understanding and acceptance
Used by the empathic projective listener
Appropriate use of reflecting responses:
The empathic responder deals with content, feelings, and the underlying meaning being expressed in the message