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Chapter 1. Foundations of Communication . Noise. Signal. Received Signal. Linear Model Communication as Action. Transmitter. Receiver. Info Source. Channel. Destination. Who says what in what channel to whom with what effect?. Noise. Interaction Model Communication as Message Exchange.

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Chapter 1

Chapter 1

Foundations of Communication

Linear model communication as action



Received Signal

Linear ModelCommunication as Action



Info Source



Who says what in what channel to whom with what effect?

Interaction model communication as message exchange


Interaction ModelCommunication as Message Exchange











Adds two key elements (feedback and context)…still fails to recognize simultaneous process of sending/receiving that occurs.

Transaction model communication as message creation




Transaction ModelCommunication as Message Creation








We constantly react to what others say…not just exchanging meaning, also creating meaning

8 propositions about interpersonal communication

8 Propositions about Interpersonal Communication

  • Communication has both verbal & nonverbal components

  • You cannot not communicate

  • Communication expresses both content & relationship

  • Meanings are in people

8 propositions about interpersonal communication continued

8 Propositions about Interpersonal Communication (continued)

  • Communication is irreversible

  • Communication is a neutral tool

  • Communication is a learned skill

  • Communication takes place in physical & psychological contexts

Foundations of communication











Chapter 2

Chapter 2

So What’s Stopping You?

Communication Anxiety

Why are some people apprehensive about communicating

Why are some people apprehensive about communicating?

  • Inadequate positive reinforcement

  • Poor skill development

  • Inadequate or poor models

Understanding stage fright

Understanding Stage Fright

  • Fear of evaluation

  • Lack of preparation

  • Feel conspicuous

  • Rigid rules

  • Negative self-talk

Managing your fear of communicating

Managing your Fear of Communicating

  • Think!

    Severe Communication Apprehension

  • Systematic desensitization

  • Cognitive therapy

Chapter 4

Chapter 4


What is listening

What is Listening?

  • Receiving

  • Understanding

  • Interpreting

  • Discriminating

  • Remembering

  • Evaluating

  • Responding

Who is the listener

Who is the Listener?

  • Listener’s purposes

  • Listener’s knowledge & interest levels

  • Listener’s listening skills

  • Listener’s attitudes

Contextual barriers to good listening

Contextual Barriers to Good Listening

  • Location

  • Culture

  • Gender

Becoming a better listener

Becoming a Better Listener

  • Adapt to speaker’s delivery

  • Listen with your eyes as well as your ears

  • Monitor your emotional reactions

  • Avoid jumping to conclusions

  • Listen for major ideas

  • Identify your listening goals

  • Take notes

  • Become an active listener

  • Be a selfish listener

    • What’s in it for me?

    • How can I use this information?

Chapter 3

Chapter 3

Ethics & Professional Communication

Professional communication ethics

Professional Communication Ethics

  • Take responsibility

  • Respect & tolerate others

  • Speak with commitment & will

Scholastic dishonesty

Scholastic Dishonesty

  • Cheating

  • Plagiarism

Chapter 5

Chapter 5

Interviewing for Information Gathering

What is an informational interview

What is an Informational Interview?

  • Exchange between two parties

  • Strategic purpose or goal

  • Asking & answering of questions

Preparing for an interview

Preparing for an Interview

  • Decide on a purpose

  • Choose a structure

  • Generate topics

  • Construct a schedule of questions

    • Primary & secondary questions

    • Probes

  • Examine your questions for language problems

    • Ambiguous & complex phrasing

    • Irrelevant & offensive content

    • Leading questions

    • Speedy & guessing questions

  • Prepare your opening and closing

  • Chapter 6

    Chapter 6

    Working with Groups & Teams



    • When should you use a group or team?

    • Successful teams

      • Themes & identity

      • Enthusiasm and energy

      • Event-driven history

      • Personal commitment

      • Optimism

      • Performance results

      • Goals & roles (p. 180)

    Unsuccessful teams

    Unsuccessful Teams

    • Unclear goals

    • Changing objectives that are poorly communicated

    • Poor leadership

    • Lack of mutual accountability

    • Having the wrong people on the team

    • Not prioritizing the team

    • Misunderstanding of roles

    • Too much unhealthy conflict

    • Bad process management (how team is organized & run)

    • No rewards for teamwork

    Leading teams

    Leading Teams

    • Assigned vs. emergent leadership

    • Task vs. social leadership

    • Participative leadership

    • Democratic leadership

    • Laissez-faire leaders

    • Authoritative leaders

    Building consensus

    Building Consensus

    • Share similar goals

    • Have a common enemy

    • Spend time together on both task and non-task activities

    • Work at respecting and trusting one another

    • Have a series of successful experiences together

    Downside of consensus

    Downside of Consensus

    • Social loafing

    • Groupthink

    Effective meetings

    Effective Meetings

    • Keep the meeting structured

    • Build consensus

    • Understand the stages of meetings

      • Orientation

      • Conflict

      • Resolution

      • Reinforcement

  • Follow-through on commitments

  • Be a good team member

  • Chapter 7

    Chapter 7

    Leadership & Decision Making in Groups

    What is leadership

    What is Leadership?

    Leadership: is a dynamic, interactive process whereby one person (or group) influences another person (or persons) to move toward a particular goal or objective.

    What is leadership1

    What is Leadership?

    • Process

    • Dynamic

    • Interactive

    • Influence

    • Purpose

      *Are leaders born or made?

      *Is leadership science or art?

    Perspectives on leadership

    Perspectives on Leadership

    • Blake & Mouton’s leadership grid

      • Concern for people vs. concern for production

  • Transactional vs. transformational leadership

  • Situational leadership

    • Directing

    • Coaching

    • Supporting

    • Delegating

  • Contingency theory

    • Least-preferred coworker scale

  • Blake mouton s leadership grid

    Concern for People

    Concern for Production

    Blake & Mouton’s Leadership Grid

    1,9 Country Club

    9,9 Team

    5,5 Organizational

    9,1 Authority- Obedience

    1,1 Impoverished

    Situational leadership theory hersey blanchard

    Follower Development Levels

    F1: Enthusiastic Beginner

    Low competence, high commitment

    F2: Disillusioned Learner

    Some competence, low commitment

    F3: Reluctant Contributor

    High competence, variable commitment

    F4: Peak Performer

    High competence, high commitment

    Situational Leadership Theory (Hersey & Blanchard)

    Leadership Styles

    L1: Telling/directing

    Low supportive, high directive

    L2: Selling/coaching

    High supportive, high directive

    L3: Participating/supporting

    High supportive, low directive

    L4: Delegating

    Low supportive, low directive

    Foundations of communication


    Follower Commitment



    Follower Competence





    Leadership Direction


    Leadership Support

    Foundations of communication

    Contingency Leadership Theory (Fiedler)

    • Effective leadership is a balance of relationships, power, & task structure

    • Based on the Least-Preferred Co-worker Scale

      • Leader-Member Relations: extent of loyalty, support, and quality of relationships

      • Leader’s Position Power: extent to which leader has authority; controls rewards & punishments

      • Task Structure: extent to which tasks are standardized & controlled

    Foundations of communication

    Contingency Leadership Theory

    Chapter 9

    Chapter 9

    Analyzing your Audience

    Know your audience

    Know your Audience

    A – Analysis

    U – Understanding

    D – Demographics

    I – Interest

    E – Environment

    N – Needs

    C – Customized

    E – Expectations

    Audience needs

    Audience Needs

    Maslow’s Hierarchy of Needs

    Self Actualization Needs

    Self-Esteem Needs

    Social Needs

    Safety Needs

    Physiological Needs

    Personality types

    Personality Types

    • Intuitors

      - Conceptual

    • Thinkers

      - Analytical

    • Feelers

      - Relational

    • Sensors

      - Practical

    Chapter 15

    Chapter 15

    Speaking to Inform

    Purpose of informative speaking

    Purpose of Informative Speaking

    • Convey understanding

    • Educate

    • Transmit information through personal channels

    Types of informative speeches

    Types of Informative Speeches

    • Objects

    • Processes

    • Events

    • Concepts

    Choosing a topic

    Choosing a Topic

    • Not over listeners’ heads

    • Not too personal

    • Intriguing

    • Manageable

    • Has substance

    Types of evidence

    Types of Evidence

    • Narrative or objective

    • Factual

    • Specific

    • Statistics

    • Testimony

    Chapter 10

    Chapter 10

    Organizing a Successful Presentation

    Defining the purpose of your presentation

    Defining the Purpose of your Presentation


    General Purpose

    Specific Purpose


    Organizing your ideas

    Organizing your Ideas

    • Chronological

    • Spatial

    • Topical

    • Problem-solution

    • Cause-effect

    Connecting your ideas

    Connecting your Ideas

    • Previews

    • Summaries

    • Transitions

    • Signposts



    • Attention grabber

    • Credibility

    • Thesis statement

    • Preview main ideas



    • Intent to conclude

    • Summary of main ideas

    • No new information

    Chapter 14

    Chapter 14

    Delivering Public Presentations

    Verbal delivery

    Verbal Delivery

    • Volume

    • Rate

    • Articulation

    • Inflection/tone

    • Rhythm

    • Flow

    Nonverbal delivery

    Nonverbal Delivery

    • Eye contact

    • Hand gestures

    • Facial expressions

    • Posture

    • Clothing

    • Presence

    Delivery styles

    Delivery Styles

    • Memorized

    • Manuscript

    • Extemporaneous

    • Impromptu

    Chapter 8

    Chapter 8

    The Importance of Language

    What is language

    What is Language?

    • Socially shared system

    • Arbitrary

    • Symbolic

    • Governed by rules

    • Combined

    Speech act theory

    Speech Act Theory

    Language is a functional tool…words mean because they do things

    Language reality

    Language & Reality

    Language reflects reality


    Language creates reality

    Using language effectively

    Using Language Effectively

    • Appropriateness

    • Rhetorical sensitivity

    • Precision

    • Concise

    • Clear

    • Specific

    • Creativity

      - Metaphor- Simile - Repetition- Hyperbole

    Chapter 12

    Chapter 12

    Using Visual Aids

    Purpose of visual aids

    Purpose of Visual Aids

    Visual representation of your ideas

    Types of visual aids









    Video Tapes

    CD ROMs/DVDs

    Audio Tapes/CDs

    Types of Visual Aids

    Guidelines for visual aids

    Guidelines for Visual Aids

    • Visual aids enhance your presentation, not a substitute for your presentation

    • Easy to see / read / understand

    • Simple

    • Adapt to audience

    • Look professional

    More guidelines

    More Guidelines…

    • Rehearse

    • Maintain eye contact

    • Explain the visual aid

    • Use handouts effectively

    • Prepare backups for technology failure

    • Timing…should coincide with ideas

    Chapter 13

    Chapter 13

    Making your Point with PowerPoint



    • Present information incrementally…allow audience to process

    • Simplicity (animation, slide design, etc.)

    • Consistency

      Narrating PowerPoint slides is not a speech!

    Chapter 16

    Chapter 16

    Speaking to Persuade

    Levels of influence

    Levels of Influence

    • Attitudes

    • Beliefs

    • Values

    • Behaviors

    The goal is change

    Important distinctions

    Important Distinctions

    • Attitude: learned predisposition to respond favorably or unfavorably toward something; a like/dislike; easiest to change

      Al Gore would have been a pretty good president

    • Belief: the degree of confidence with which something is perceived true or false

      The best way to stimulate the economy is to cut taxes

    • Value: an enduring conception of right/wrong, good/bad; most difficult to changeAbortion and the death penalty are both morally wrong

    Determining your persuasive purpose

    Determining your Persuasive Purpose

    Persuasion happens when something is in question

    • Questions of fact

    • Questions of value

    • Questions of policy

    How do we motivate listeners

    How do we Motivate Listeners?

    Classical Appeals

    • Logos – Appeals to audience reason

    • Pathos – Appeals to audience emotion

    • Ethos – Appeals to speaker character

    How do we motivate listeners1

    How do we Motivate Listeners?

    Positive motivation: statement made by a speaker suggesting that good things will happen if the speaker’s advice is heeded

    How do we motivate listeners2

    How do we Motivate Listeners?

    Negative Motivation(fear appeals)

    Research shows that…

    • Fear appeals involving loved ones are more effective than appeals involving the audience members themselves

    • The greater your credibility, the more likely your fear appeal will be successful

    • You must convince your audience that the threat is real and could actually happen

    Persuasive strategies

    Persuasive Strategies

    • Cognitive Dissonance (mental inconsistency)

      • Discredit the source

      • Reject or deny the inconsistency

      • Seek new information

      • Stop listening

      • Alter values, beliefs, attitudes, or behavior causing the dissonance

    Potential responses

    Persuasive strategies1

    Persuasive Strategies

    • Monroe’s Motivated Sequence

      • Attention

      • Need

      • Satisfaction

      • Visualization

      • Action

    Persuasive strategies2

    Persuasive Strategies

    • Implicit Intent

      Don’t be explicit with your intent to persuade (i.e., “Today I’m going to persuade you to…)

      - Introduction

      - Audience type

    Chapter 11

    Chapter 11

    Supporting your Claims (Evidence)

    Types of evidence1

    Types of Evidence

    • Explanations

    • Comparisons

    • Divisions

    • Interpretations

    • Descriptions

    • Testimony

    Types of evidence definitions

    Types of Evidence - Definitions

    • Etymological

    • Categorical

    • Oppositional

    • Denotative

    • Connotative

    Types of evidence statistics

    Types of Evidence - Statistics

    • Descriptive

    • Inferential

    Types of evidence examples

    Types of Evidence - Examples

    • Hypothetical

    • Case study

    • Narrative

    • Personal experience

    Types of evidence analogies

    Types of Evidence – Analogies

    • Literal

    • Figurative

    Types of reasoning

    Types of Reasoning

    • Inductive: reaching a general conclusion based on specific examples, facts, statistics and opinions

    • Reasoning by Analogy: A comparison to explain how someone/something will respond

    • Deductive Reasoning: reaching a specific fact or opinion based on general information

    • Causal Reasoning: Relate two events saying that one caused the other

    Fallacies in reasoning

    Fallacies in Reasoning

    • Hasty generalization

    • Genetic fallacy

    • Appeal to ignorance

    • Bandwagon (popular appeal)

    • Appeal to false authority

    • Sequential fallacy

    • Begging the question

    • Ad hominen (personal attack)

    • Circular reasoning

    • Misuse of statistics

    • Either/or fallacy

    Chapter 17

    Chapter 17

    Professional Argumentation

    Argumentation defined

    Argumentation Defined

    Argumentation: the mechanics of influence and the structure of reason

    4 theories of argument

    4 Theories of Argument

    (1) Aristotle’s enthymeme - Partial syllogism

    - Omits the secondary premise

    4 theories of argument1

    4 Theories of Argument

    (2) Toulmin’s Components of Argument





    4 theories of argument2

    4 Theories of Argument

    (3) Perelman’s Technique of Argument

    - Practical vs. formal reasoning

    - How to reason about values

    - Association

    - Dislocation

    4 theories of argument3

    4 Theories of Argument

    (4) Fisher’s Narrative Paradigm

    Narrative Rationality:

    - Coherence

    - Fidelity

    Chapter 18

    Chapter 18

    The Art of Impromptu Speaking

    Impromptu speaking

    Impromptu Speaking

    • Strong oral tradition

    • Importance in contemporary society

    • Neglected as a formal skill

    • Need training and practice

    Impromptu topics

    Impromptu Topics

    • Subjects

    • Objects

    • Quotations

    Division of structure

    Division of Structure

    • Classification

    • Unification

    • Cause-effect-solution

    Preparing for impromptu speaking

    Preparing for Impromptu Speaking

    Must be an on-going process

    • Read deliberately

    • Practice making associations

    • Breath support

    • Muscle relaxation

    • Fluency & pace

    Tips to consider

    Tips to Consider…

    • Consider your audience

    • Be brief

    • Organize your ideas

    • Speak honestly, but with reserve

    • Speak from personal knowledge & experience

    • Be cautious

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