communications dena mezger, pe. learning objectives know the definition of “communication”...
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COMMUNICATIONS
Dena Mezger, PE
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Learning Objectives Know the definition of “communication” Understand active/effective listening Understand how to issue directives to your
Team Understand how to communicate change Understand how to communicate with the
public Understand the dangers of emails Understand your own communication style
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“I know you believe that you understood what you think I said, but I am not sure you realize what you heard is not what I meant.”
(State Department spokesman regarding Vietnam War)
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Communication
Definition: An exchange of information between two or more people or groups to reach mutual understanding. Someone gives info Someone receives info Intended and unintended messages Goal is for both parties to understand info
the same way
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Influences on Communication Process
Noise Visual distractions Physical barriers Exhaustion Language skills Knowledge
Personal relationship
Emotions Attitudes Perception Values Expectations
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Body LanguageNonverbal Behavior
Arms crossed on chest Hand on cheek Touching, rubbing nose Rubbing the eye Hands clasped behind
back Open palm Pinching bridge of nose Steepling fingers Stroking chin Head resting in hands,
eyes downcast
Interpretation Defensive Evaluation, thinking Rejection, doubt, lying Doubt, disbelief Anger, frustration,
apprehension Sincerity, openness,
innocence Negative evaluation Authoritative Trying to make a decision Boredom
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Active Listening
Focus on speaker Eliminate distractions Keep eye contact Take notes Ask questions Summarize what you heard
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Effective Listening Attentive Observation - focus on speaker Acknowledging – convey understanding
“It sounds like you really want to change” Inviting – encourage speaker to say more
“Tell me more” Nod head
Checking it out – ask who, what, when, where or how
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Communicating with Your Team
Sharing info Direction Solving problems Corrections “Atta-boys”
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Directing Your Team Keep directive simple One directive at a time Expect compliance Phrase as request Customize to employee Get feedback
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Giving Directions Exercise
Pick a partner Move chairs to sit back-to-back One will receive blank paper, other will receive a sketch Give directions in order for partner to recreate sketch Don’t tell what the item is, just give step by step directions on how to draw it
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Providing Feedback Focus on
Value to receiver, not the chance to “vent” for sender
Facts without judging “right or wrong” Behavior, not the person Observations, not assumptions or inferences Specific events or behavior, not abstract ideas Share ideas rather than give advice Appropriate time and place
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Communicating Change Understand the change and its
impact Provide your input Understand the decision Understand why Explain the decision Make it palatable
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Using the “grapevine” Staying ”connected” Dealing with rumors Feeding the grapevine Sharing info
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Communicating with Your Peers
Asking for help Providing help Sharing information
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Communicating with Your Boss
Reasons Receiving
direction Providing
feedback Good news Bad news
How to Know the purpose - be
prepared Appropriate time and
place Get to point quickly Use active listening to
encourage response Receiving assignment –
as who, what when, where to make sure you understand
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Communicating with the Public
Be polite and professional Listen Answer the question Explain, briefly
Tailor answer to the audience Avoid technical jargon Stick to the facts
This generally applies to written communications also
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E-mail Emails are forever Emails don’t show “tone” Emails get forwarded Hitting “delete” instead of
“send”
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Communications Exercise Tally answers to Social Style
questionnaire Determine your primary and
secondary styles
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Social Styles
Analytical(Technical Specialist –
Conscientious)
Driver(Control Specialist –
Dominant)
Amiable(Support Specialist –
Steady)
Expressive(Social Specialist –
Influential)
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Social StylesAnalytical (Technical Specialist) /
ConscientiousDriver (Control Specialists) /
Dominant
Industrious Vigilant Determined Thorough
Persistent Orderly Requiring Decisive
Serious Critical Tough-minded Efficient
Exacting Indecisive Dominating Pushy
Moralistic Stuffy Harsh Severe
Amiable (Support Specialists) / Steady
Expressive (Social Specialists) / Influential
Supportive Dependable Personable Dramatic
Respectful Agreeable Stimulating Gregarious
Willing Conforming Enthusiastic Manipulative
Dependent Retiring Reacting Excitable
Emotional Ingratiating Promotional Undisciplined 5
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Analytical / Analytical
Analytical/Driver
Driver/Analytical
Driver / Driver
Analytical/Amiable
Analytical/Expressive
Driver/Amiable
Driver/Expressive
Amiable/Analytical
Amiable/Driver
Expressive/Analytical
Expressive/Driver
Amiable / Amiable
Amiable/Expressive
Expressive/Amiable
Expressive / Expressive
8
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Social Styles
Nerd Jerk
Wimp Mouth
08/30/2010
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Personal Social Profile
Did you think this identified your style accurately?
Do you think others see you the same way?
How might you use this information?
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Questions?
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CONDUCTING EFFECTIVE MEETINGS
Small vs. large meetings
Setting goals and following through
Managing meetingsOVERVIEW
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Session Learning Objectives: Conducting
Effective Meetings
• Understand the steps required to manage an effective meeting.
Understand your responsibilities in a good meeting
Understand the different types and sizes of meetings
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CONDUCTING EFFECTIVE MEETINGS
Small vs. large meetings
Setting goals and following through
Managing meetings
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“The Meeting from Hell” Tell the person next to you about “the
worst meeting ever” One or two things that made it the
meeting from hell Share a few of the examples with the
large group Discuss strategies or behaviors that
would have made the experience better.
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“One either meets or one works. One cannot do both at the same time.” – Peter
Drucker
“The length of a meeting rises with the square of the number of people present.”
- Anon
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HOW DO YOU USE MEETINGS??
What is your pet peeve about meetings?
Do you enjoy going to meetings?
Is the meeting necessary?
Do you define its purpose?
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MEETING TYPES
Depends on creativity of group Best in small groups Relaxed and spontaneous
CREATING(Goal setting and brainstorming)
Objective to exchange ideas Two-way communication 30 people or less Less formal
EXCHANGE IDEAS(Performance reviews and staff meetings)
Objective to deliver quickly One-way communication Any size group Formal and businesslike
INFORMATION GIVING(Training, lecture, delegation and crew meeting)
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MEETING TIPS Short mtgs.: Late in day or before lunch. Provide agenda before meeting and use it. Make sure all at meeting are heard. Summarize what was discussed. Make assignments with due dates.
Provide written action items list Start and finish on time. Try assigning time limits to topics. If there is conflict – focus on issues. Rotate who is chair
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CONDUCTING EFFECTIVE MEETINGS
Small vs. large meetings
Setting goals and following through
Managing meetings
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GOOD MEETINGS
Organized / Structured There is preparation Advance information sent Start on time Length of meeting is appropriate Conversation free & open Follow upEveryone at the meeting is responsible for
making the meeting a success.
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2 CONTRIBUTIONS YOU CAN MAKE
PROCEDURAL SUGGESTIONS
CONTENT SUGGESTIONS
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CONFERENCE CALLS
Designate note taker Identify yourself when you speak Call on those that are silent Poll all to get agreement Solicit feedback Finish with assignment review
and TO DO LIST
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CONDUCTING EFFECTIVE MEETINGS
Small vs. large meetings
Setting goals and following through
Managing meetings
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MEETING SIZE MATTERS
SMALL Informal Easy to participate Brainstorming works Leaderless possible Participants invited Usually private
LARGE Robert’s Rules Need to force
participation Structured brainstorming Leaderless = Anarchy Could include squatters Often public
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Meeting Attitude Assessment Scoring
40 to 50=You are a solid meeting contributor
30-39=You contribute, but you may want to get more involved
10-29=Reevaluate your attitude toward meetings and work to be more of a meeting contributor.
40
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Questions?