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Business Communication - 1

Mali [email protected]

IIM Ranchi: Biz Commn : July 2013

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The Agenda!

Fundamentals of Communication

Conversations: Transactional Analysis

Three Styles of communication

Listening Skills / Apprehensions

Organizational Communication

Mali / IIM-R / BC / July 2013

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Communication Fundamentals

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Why Communication?


Communication is a social need for an individual,

but is the lifeblood of an organization

If individuals communicate 70% of the waking time,

an organization communicates 90% of its workingtime

Business communication helps us prepare for being

effective in business situations

We need to be good at business communication tocreate impact, to influence and to get things done!

At the end of the day, if we cannot express right, we

cannot impress right!

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Anon


Communication is a lot like a love affair! Almost anyfool can start it, but to end it well requires

considerable skill!

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Basic fundas


Comes from Latin communis which means

common.

Transfer of information & understanding from one

person to another.

Communication skills include listening, speaking,reading and writing

Communication is complete not when the sender

has sent but when the receiver has received &

understood Good communication is 90% sincerity and 10%

skills!

You cannot talk yourself out of situations you have

behaved yourself into!

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Classifications


Intra-personal

Inter-personal

Group communication

Mass communication

Verbal communication

Non-verbal

communication Pictures, signs,

gestures, facial

expressions

Meta communication

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Noise Noise

Noise Noise

Noise

Noise Noise

Noise

Sender

has idea 1

Senderencodesidea inmessage

2

Messagetravelsoverchannel

3Receiver

decodes

message

4

Feedback

travels to

sender5

Possibleadditionalfeedbackto receiver

6

The Communication Process

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Elements of Communication


Message

Sender

Encoding

Channel

Receiver

Decoding

Acting

Feedback

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Business Communication


WrittenWrittenMemos, letters

Annual report

Company newsletterBulletin board postings

Orientation manual

OralOralTelephone

Face-to-face conversation

Company meetingsTeam meetings

ElectronicElectronicE-mail, Instant messaging

Voicemail, Videoconferencing

Intranet

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Barriers to Communication


Socio-psychological barriers

Emotions

Selective perception

Information overload

Loss by transmission

Poor retention

Goal Conflicts

Offensive style Abstracting

Interring

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Sender-related barriers


Lack of planning

Vagueness about the purpose of the

communication

Poor choice of words

Unshared or incorrect assumptions

Wrong choice of channels

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Receiver- related barriers


Poor listening skills

Mistrust

Lack of interest

Semantic difficulties

Biases Attitudinal clash with sender

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Seven Cs of Communication


Candidness

Clarity

Completeness Conciseness

Concreteness

Correctness

Courtesy

Source:Franc

is

J

Bergin

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Being Concise.


At this point in time..

As regards the fact that.

Because of the fact that..

Are in need of..

In due course of time

Not very far from

here.

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Communication Flow


downward, or enabling, communication that movesinstructions and other directive information down orthrough a hierarchy

upward, or compliance, communication that providesfeedback to the people who originate downwardcommunication

lateral, or coordinating, communication that moves

between peers to maintain or improve operationalefficiency

the grapevine, which fills in gaps in officialcommunication and provides answers to unaddressedquestions.

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Conversations

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Transactional Analysis


Time Structuring

Stroke Analysis Structural Analysis

Transaction Analysis

Life Position Analysis

Game Analysis

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Structural Analysis

Eric Berne believed that when we interact with other people, our state

of mind affects what happens

He believed that there were three states of mind in all humans, no

matter how old they were, called ego states

PARENT

ADULT

CHILD

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Structural Analysis


Parent ChildAdult

Nurturing Parent

Critical Parent

Natural Child

Adapted Child

Little Professor

CP NPNC

AC LP

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Complimentary Transaction- Example 1


Interactions, responses, actions regarded as appropriate

and expected from another person.

Parallel communication arrows, communication continues.

P

A

C

P

A

C

Stimulus: Can we meet for 10

minutes? Response: Sure, how about at 11

am?

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Complimentary Transaction- Example 2


P

A

C

P

A

C

Stimulus: You are late again! Response: Sorry please. It wont

happen in future

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Crossed transaction Example 1


P

A

C

P

A

C

Stimulus: Hi, Good Morning

buddy! Response: Cant you see I am

busy?

Interactions, responses, actions NOT regarded as

appropriate or expected from another person.

Crossed communication arrows, communication

breakdown.

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Crossed transaction Example 2


P

A

C

P

A

C

Stimulus: You are late again!

Response: So what?

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Ulterior transaction- Example 1


P

A

C

P

A

C

Stimulus: That is the latest iPod;

and there is a 50% off at the

moment, if you are keen!

Response: Wow! That is

amazing; I will take one right

away!

Stimulus at the social level isAdult to Adult, but at the

psychological level, it is actuallyAdult to Child

Ulterior transactions are usually a con to play a game

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Psychological Games


Yes, But

Im only

trying to

help you

If it

werent

for him

Cornered

Harried

Stupid

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Key takeaways


How we relate to one another is based on our (a) LifePositions and (b) Unique Ego states

We cannot remove what has been recorded; but we dohave a choice not to feel compelled to play the recording

By focusing on Adult Ego State, we can becomecapable of what we say and do

By watching out cons that get us into psychologicalgames, we can stay out of this; We can also analyze

how we transact and understand out own tendencies toplay games

Healthy interpersonal relations are something we canchoose to direct

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Listening

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7 levels of listening


Not listening

Pretend listening

Partial listening

Focused listening

Interpretive listening

Interactive listening

Engaged listening

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Listening Bad Habits


Interrupting often or try to finish the other persons sentences

Jumping to conclusions

Being overly parental and answer with advice, even when not

requested

Making up ones mind before receiving all information Being a compulsive note taker and attention is on ones notes

Giving no response afterward, but committing to send a

response

Impatience

Losing temper when hearing things that one does not agree with Trying to change the subject to something that relates to ones

own experiences

Thinking more about reply while the other person is speaking

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Ten keys to effective listening

Find areas of interest

Poor listener: Tunes out dry topics

Good listener: Seizes opportunities: what is in it for me?

Judge content, not delivery

Poor listener: Tunes out if delivery is poor

Good listener: Judges content, skips over delivery errors

Hold your fire

Poor listener: Tends to enter into arguments Good listener: Does not judge till comprehends

Listen for ideas

Poor listener: Listens for facts

Good listener: Listens for central theme

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Ten keys to effective listening contd

Work at listening

Poor listener: Shows no energy, fakes attention

Good listener: Works hard, exhibits alertness

Resist distractions

Poor listener: Is distracted easily

Good listener: Knows how to concentrate

Exercise your mind

Poor listener: Resists difficult material Good listener: Exercises mind with difficult material

Be a flexible note taker

Poor listener: Is busy with form, misses content

Good listener: Adjusts to topic

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Ten keys to effective listening.. contd

Keep your mind open

Poor listener: Reacts to emotional words

Good listener: Does not get hung up on emotional words

Thought is faster than speech

Poor listener: Tends to daydream with slow speakers

Good listener: Listens between the lines to tone & voice

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Selective Attention Bias

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The laws of remembering


Recently

Frequently

Impact

Application

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Individual Styles of communication

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Arthur Miller


It is not what you say; it is how you say it

because personality always wins the day!

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Three basic communication styles


Aggressive

Passive

Assertive

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Elements of Aggressive Style


Beliefs

"Everyone should be

like me."

"I am never wrong." "I've got rights, but

you don't."

Communication Style

Close minded

Poor listener

Has difficulty seeingthe other person's

point of view

Interrupts

Monopolizing

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Aggressive Style


Characteristics

Achieves goals, often at

others' expense

Domineering, bullying

Patronizing

Condescending,

sarcastic

Behavior

Puts others down

Doesn't ever think they

are wrong

Bossy

Moves into people's space,

overpowers

Jumps on others, pushes

people around

Know-it-all attitude

Doesn't show

appreciation

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Aggressive styles


Nonverbal Cues

Points, shakes finger

Frowns

Squints eyes critically

Glares

Stares

Rigid posture

Critical, loud, yellingtone of voice

Verbal Cues

"You must (should,

ought better)."

"Don't ask why. Just doit."

Verbal abuse

Confrontation and

Problem Solving

Must win arguments,

threatens, attacks

Operates from win/lose

positions

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Aggressive style


Feelings Felt Anger

Hostility

Frustration

Impatience

Effects Provokes counter-

aggression, alienationfrom others, ill health

Wastes time and energyover-supervising others

Pays high price in humanrelationships

Fosters resistance,defiance, sabotaging,

striking back, formingalliances, lying, coveringup

Forces compliance withresentment

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Passive Style


Beliefs "Don't express your true feelings."

"Don't make waves."

"Don't disagree." "Others have more rights than I do."

Communication Style Indirect

Always agrees Doesn't speak up/ Hesitant

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Passive Style


Characteristics Apologetic, self-conscious

Trusts others, but not self

Doesn't express own wants and feelings

Allows others to make decisions for self Doesn't get what he or she wants

Behaviors Sighs a lot

Tries to sit on both sides of the fence to avoid conflict

Clams up when feeling treated unfairly Asks permission unnecessarily

Complains instead of taking action

Lets others make choices

Has difficulty implementing plans

Self-effacing

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Passive Style


Nonverbal Cues

Fidgets

Nods head often; comes across as pleading

Lack of facial animation

Smiles and nods in agreement

Downcast eyes

Slumped posture

Low volume, meek

Up talk

Fast, when anxious; slow, hesitant, when doubtful

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Passive Style


Verbal Cues

"You should do it."

"You have more experience than I do." "I can't......"

"This is probably wrong, but..."

"I'll try..."

Monotone, low energy

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Passive Style


Confrontation and Problem Solving

Avoids, ignores, leaves, postpones

Withdraws, is sullen and silent

Agrees externally, while disagreeing internally

Expends energy to avoid conflicts that areanxiety provoking

Spends too much time asking for advice,supervision

Agrees too often

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Passive style


Feelings Felt

Powerlessness

Wonders why doesn't receive credit for good work

Chalks lack of recognition to others' inabilities

Effects

Gives up being him or herself

Builds dependency relationships

Doesn't know where he or she stands Slowly loses self esteem/ Promotes others' causes

Is not well-liked

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Elements of Assertive Style


Beliefs Believes self and others are valuable

Knowing that assertiveness doesn't mean you always win,but that you handled the situation as effectively as possible

"I have rights and so do others." Communication Style

Effective, active listener

States limits, expectations

States observations, no labels or judgments

Expresses self directly, honestly, and as soon as possibleabout feelings and wants

Checks on others feelings

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Assertive Style


Characteristics

Non-judgmental

Observes behavior rather than labeling it

Trusts self and others

Confident

Self-aware

Open, flexible, versatile

Playful, sense of humor Decisive

Proactive, initiating

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Assertive Style


Behavior

Operates from choice

Knows what it is needed and develops a plan to get it

Action-oriented Firm

Realistic in her expectations

Fair, just

Consistent

Takes appropriate action toward getting what shewants without denying rights of others

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Assertive Style


Nonverbal Cues

Open, natural gestures

Attentive, interested facial expression

Direct eye contact

Confident or relaxed posture

Vocal volume appropriate, expressive

Varied rate of speech

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Assertive Style


Verbal Cues

"I choose to..."

"What are my options?" "What alternatives do we have?"

Confrontation and Problem Solving

Negotiates, bargains, trades off, compromises

Confronts problems at the time they happen

Doesn't let negative feelings build up

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Assertive style.


Feelings Felt

Enthusiasm

Well being

Even tempered

Effects

Increased self-esteem and self-confidence

Increased self-esteem of others Feels motivated and understood

Others know where they stand

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What is the best style?


Clearly, the assertive style is the one to strive for. Keepin mind that very few people are all one or anotherstyle. In fact, the aggressive style is essential at certaintimes such as:

when a decision has to be made quickly;

during emergencies;

when you know you're right and that fact is crucial;

stimulating creativity by designing competitionsdestined for use in training or to increase productivity

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Which is the best style?


Passiveness also has its critical applications:

when an issue is minor;

when the problems caused by the conflict are greater

than the conflict itself; when emotions are running high and it makes sense to

take a break in order to calm down and regainperspective;

when your power is much lower than the other party's; when the other's position is impossible to change for all

practical purposes (i.e., government policies, etc.).

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Communication Apprehension

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Communication Apprehensions


Trait Communication Apprehension

Context-based Communication Apprehension

Audience-based Communication Apprehension

Situational Communication Apprehension

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Why apprehension?


Novelty with situation

Formality

Subordinate status Peer evaluation

Dissimilarity with audience

Conspicuousness

Lack of attention

Prior history

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Organizational Communication

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Employee communication objectives


Share Company vision, values, goals, business

updates, policies and programs from time to time

Provide a forum for sharing ideas, suggestions and

knowledge with appropriate target groups to create a

learning organization Listen to employee suggestions, concerns and

grievances and address them appropriately leading to

resolution and satisfaction

Enhance employee engagement through strengtheneddyadic relationships between the managers and people

they manage

Feel the pulse of the organization / smell of the

workplace

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Communication framework


Communication framework involves the following: Manager- employee communication

GOC level communication

Company-wide communication

Upward & downward Policy & Program communication, business update from the

Company

Employee concerns, views & suggestions for improvement

Electronic and Face to face Channels

Communication Channels will be both technology-enabled and

traditional fact to face

One-on-One and One to Many

Communication objective will determine this

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Communication matrix


Type Owner Objectives Periodicity Effectiveness Criteria

One-on-One Manager Performance Once a month *Regular discussions

discussions / *Employee sat on

Career Concerns/ these meetings

other concerns * Issues tackled

Skip Level Up-line Mgr Concerns/ Issues Once in Quarter * Regularity

Appreciation * Employee Sat

GOC All Hands GOC Mgr Business & People Once a Quarter * Employeeupdate participation

* Employee Sat

CEO update HR Business Update Once a month * Participation

to GOCs * GOC Mgrs sat


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GOC Focus HR Manager Common Employee Once a Month * Regularity

Group concerns * Issues resolved

Pulse Checks Employee New employee 30 / 90 days * Issues resolved

Relations resolution

Support Group Employee Common Employee Once in 2 * Issues resolved

Open House Relations concerns months

TGIF Employee All Hands Biz Once a month * Participation

Relations update/ recognition * Employee Sat

Round Table President Updates / Employee Once a month * Participation

suggestions * Employee sat

MyVoice Employee Employee Ongoing * Participation

Relations Suggestions * Implementation


C i ti M t i

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Communication Matrix


Jhankar Employee Location-based Annual * ParticipationRelations All Hands/ reward * Employee sat

celebration

Chronicle Employees Informal sharing Monthly * Readership

* Content Quality

In-Touch President Ops Company update Once in 2 mths * Readership

* Content Quality

MySymphony Commn / HR Biz & Policy Ongoing * Usage

updates * Content Quality

Employee HR Employee Sat Once a year * Participation

Sat Surveys * Employee Sat

(GPTW) * Best employer

Status

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Ownership clarity


People Managers own the one-on-ones and skip levels.Employee communication forms a key part of their People

Management Goals in the Performance Appraisal process

GOC Managers own the All Hands meetings. They will

include company update from Presidents office plus theirown business update for sharing, besides any update on

people / HR matters

HR function owns the GOC focus groups, Support group

open house, TGIF, Jhankar, GPTW surveys, Pulsechecks and the like

Presidents office owns the Round Table

HR facilitates the CEOs update to GOC Managers

R l f HR

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Role of HR

HR function and its managers own certain

communication vehicles and will ensure their effective

functioning

HR will also collect feedback on the effectiveness of

other channels and share with the channel owners

HR agenda for Biz HR managers include monitoring

effective practice of these communication channels at

the GOC / BU level

Automated tools as appropriate will be leveraged for

tracking and monitoring the effectiveness

biz com sem 1

Documents