Communications

1. Communications Communications

2. Communications • Why communicate? • The communications process and characteristics • Barriers to effective communications • Improving communications Communications

3. Why Communicate? • To convey information • To receive information • To determine what information needs to be sent or obtained • To gain acceptance for you or your ideas • To motivate other people • To maintain relationships with coworkers, clients, etc. • To establish trust • To keep people involved in a project • To produce action or change • To understand the wants and needs of your stakeholders • To express your emotions or feelings Communications

4. Sender Noise Barriers Message Barriers Feedback The Communications Process Receiver

5. Encoding Issues • Standardized encoding procedure • Financial reporting • Encoding to deceive • Deliberate deception / fraud • “Spin” Communications

6. Spin in the Want-Ad Communications

7. Types of Communications • Forms of communication • Verbal • Written • Non-verbal • To Whom • Immediate coworkers • Supervisor / subordinates • Others within own organization • Customers and clients • Suppliers / vendors Communications

8. Communications Channels • Face-to-face • Telephone • Grapevine • E-mail • Memos, letters • Formal reports Communications

9. Channel Richness • Channel Richness • A channel’s ability to transmit information, including the ability to handle multiple cues simultaneously, encourage feedback, and focus personally on the receiver. • Why Is It Important? • More cues (i.e., words, tone of voice, and non-verbals) allow more information to be transmitted • Feedback ensures that listener has opportunity to obtain additional information or clarify any uncertainties • Personal focus permits customizing message and encourages listener attention Communications

10. Phone call Face to face Memos, Letters E-mail, voicemail Formal Report Channel Richness: Specific Channels High Channel Richness Low Channel Richness Communications

11. Non-Verbal Communications • Voice • Appearance • Face and eyes • Posture and movement • Personal space and distance • Time • Physical environment Communications

12. Barriers to Communications • Information overload • Noise • Language • Filtering • Selective perception • Defensiveness Communications

13. Information Overload • Multiple communications • Phone and voicemail • Email • Pager • Cellphone • Reports and memos • What price peace and quiet ?? Communications

14. Noise • Physical noise and distractions • Environment (cold, heat, dust) • Preoccupations Communications

15. Language Issues • Actual language • Accents, etc. • Volume and speed • Jargon Communications

16. Filtering • Sending on the news you think your audience wants to hear • Impression management • What happens to the messenger bringing bad news…... Communications

17. Perception Communications

18. Selective Perception • Stereotypes • Women are fluffy, Asians good with math, etc. • Halo Effect • Generalizing from one aspect of the person to another; she’s sloppily dressed, therefore, she’s not too bright • Projection • Assuming one’s own motives apply to others; he’s not too honest, so he assumes others will not be, either. Communications

19. More Perceptual Errors • Primacy and Recency Effects • Bad / good first impressions or most recent perceptions • Perceptual Readiness • We hear what we expect or want to hear or what we’re told to hear. For example, if you're told the professor is good, you’ll perceive her favorably. • Perceptual Defense • We ignore threatening information. Communications

20. Attribution • I’m creative • You’re disorganized • He’s a slob. • Also, external and internal attributions for success and failure • I failed because of circumstances; you failed because you didn't try Communications

21. Defensiveness • A response to perceived threat or criticism • What is it? • Personal attacks • Sarcasm • Questioning motives Communications

22. SUPPORTIVE Description Problem Orientation Spontaneity Empathy Equality Provisionalism DEFENSIVE Evaluation Control Strategy Neutrality Superiority Certainty Supportive and Defensive Climates Communications

23. The Three Hardest Things to Say I Was Wrong I Don’t Know I Need Help Communications

24. Improving Communications • Listening • Openness • Feedback Communications

25. Level 1: Unrelated Response Level 2: Tangential Response Level 3: Furthering Response Level 4: Feeling Response The Levels of Listening “Did you hear that Ed and Mary are getting married?” “Cars are a pain; my air is out.” “I had a bad accident yesterday, but nobody was hurt” “Were you on Nonconnah when it happened?” “I know you must be relieved to be safe”

26. How to Listen • Stop talking. You cannot listen if you are talking ! • Put the talker at ease. • Show the talker that you want to listen. • Remove distractions. • Empathize. See the situation from the other person’s point of view. • Be patient. • Hold your temper. • Go easy with arguments and criticisms. When you argue, even if you win, you lose. • Ask questions to show interest and encourage response. • Stop Talking. This is both first and last, because all other guides depend on it. Communications

27. How to Listen Nature gave people two ears but only one tongue, which is a gentle guide that they should listen more than they talk. Listening requires two ears, one for meaning and one for feeling. Decision makers who do not listen have less information for making sound decisions. Communications

28. WEAKNESSES Evaluative Do it indifferently General Uncontrollable Late Analyze Negative only Punish STRENGTHS Descriptive Feelings evoked Specific Controllable Timely Effect Positive and negative Help Giving Effective Feedback Communications

29. STRENGTHS Elicit Listen Check Clarify Ask others WEAKNESSES Wait Wonder Assume Justify Discount Receiving Effective Feedback Communications