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Damanjit Virk
BusinessCommunication
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Communication
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What is communication?
What do you think communication is? Howwould you define it?
Take a few moments write down some of yourthoughts
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What is communication?
w
w
w
w
w
H What
When
Where
Why
Who
How
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The Process of Communication
Communicationis a process that involves thetransmission of meaningful information from oneparty to another through the use of shared symbols.
Communication from Latin verb communicare = makecommon , share, participate, impart .It is successful when meaning is understood.It is the basis of all interactions.
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2. Communication
Communication is defined as the interchange ofthoughts or opinions through shared symbols; e.g.language, words, phrases, body language etc.
Some synonyms of the word communication are:message,directive, word, contact, commerce,communion, intercommunication, intercourse,converse, exchange, interchange, conversing,
discussing, talking, conversation, discussion, talk,advice, intelligence, news, tidings.
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3.Communication
The art & technique of using words
effectively by participants to impartinformation or ideas or feelingsthrough common language or
means.An active process which involves
encoding, transmitting, and decoding
the intended messa e.
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The Process of Communication
Facts bits of information that can be objectively measured. Feelingsan individuals emotional responses to decisions.
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Nature & Features
Nature: It is a 2 way exchange, inevitable,systemic, social, dynamic, continuous, involvestransaction, spiraling process, contextual and skill
based.
Its nature conversationalIt has 5 identifiable featuresMeaning based,conventional,appropriate,interactionaland structured (macro and micro).
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Seven Communication Myths
We only communicate when we want to communicate Words mean the same to both the speaker and the
listener We communicate chiefly with words Nonverbal communication is passive communication Communication is a one way street The message we communicate is the message that the
listener receives There is no such thing as too much information
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Good communicators. Know what they want to say Establish and maintain relationships Understand others perspective Active listeners Understand and clarify messages
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Four facets of communication
Three are four facets in all types ofcommunication:o Sendero Receivero Informationo Behavior
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Sender-Receiver Model
Sender:o initiates a thought/feelingo Encodes it into wordso Transmits it
Receiver:
o Decodes the messageo Assigns thought/feelings to a responseo Encodes a responseo Sends a message back
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Four facets of communication
In any communication:
o The Senderis the person trying to communicate amessage
o The Receiveris the person at whom the messageis directed
o A message is sent to convey informationo Information is meant to change behavioro Encoding:Changing the message from mental
form to symbols into words ,gestures, signs of
visual/aural language.o Decoding:Interpreting the symbols or words
together with tone, attitude and choice of words.
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The Communication Model
Feedback
Noise
NoiseCommunicationChannel
Sender(encodes message)
Receiver(decodes message)
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
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July 23, 2003
Two-way Communications :Process ofsending and receiving information among people
Feedback makes it complete.
SENDER
RECEIVERDecoding-
Encoding of response(perceived meaningand interpretation)
Channel
Feedback
receiver sender
Channel formessage
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The Communication Process: Feedback
Feedbackallows the sender to clarify the message if itstrue meaning is not received.o Two-way Communications communication channels
that provide for feedback.o One-way Communications communication channels
that provide noopportunity for feedback.
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
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How do we communicate?
Think of the many ways in which youcommunicate
Take a few moments to write down some of yourthoughts
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July 23, 2003
What are the most common ways we communicate?:CHANNELS
Spoken Word
Written Word
Visual Images
Body Language
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How we communicate
We communicate and build interpersonalrelationships through:o Speecho Writingo Listeningo Non-verbal languageo Music, art, and crafts
(All above are Scope)
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Dialogue
MonologueDiscussion
Body languageGesturesPosturesFacial expression
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Classification by numbers
Intrapersonal Interpersonal Group Mass Meta Communication: Choice of words
unintentionally communicates meaning. Eg:Ihave never seen you so smartly dressed
Paralinguistic/ Paralanguage :Tone
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TOTAL VERBAL COMMUNICATION PROCESS
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Methods of Communication
Used Taught/AddressedListening 45%LeastSpeaking 30%
Reading 16%MostWriting 9%Listening:45% of Communication ---------------------- 25% Efficiency
80% of working day involves communication
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Missed communication
As Purchasing orderedit.
As the Art Dept.designed it.
As the Supervisorimplemented it.
As the ManagerRequested it.
As Marketing wrote itup.
What the Employee reallywanted!
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70 % or all our communication effortsare:
misunderstood, misinterpreted,rejected, disliked, distorted, or notheard (in the same language, same
culture)!
70%
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Why do we Mis- Communicate?
lack of Clarity Lack of vocabulary to express thoughts and
feelings Lack of fluency Lack of listening ability
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Why we communicate- Functions
We communicate to:1. Share our ideas and opinions2. Provide feedback to others3. Get information from others4. Gain power and influence5. Problem solving6. Decision making7. Facilitating change8. Develop social relationships, group building, gate keeping, industrial
relations.9. Management roles: Motivating, job instructions, performance feedback,
controlling, ensuring effectiveness etc.10.Maintain self-expression and our culture11.Spreading rumours or grapevine12.Emote
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Methods of Communication
Used Taught/AddressedListening 45%LeastSpeaking 30%
Reading 16%MostWriting 9%Listening:45% of Communication ---------------------- 25% Efficiency
80% of working day involves communication
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Evaluation of CommunicationEffectiveness
Fidelity-Distortion free quality of a message. Economy-Minimum of energy, time, symbols and cues
used encode to maintain fidelity & impact. Congruence-of verbal and NVC
Influence -of sender over receiver, comfort & efficiency Relationship Building trust.
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Purpose & Scope
Purpose
Inform Persuade Educate Train Motivate Integrate Relate Entertain
Scope includesScope is unlimited Verbal & Non verbal; Interpersonal, Intrapersonal &
Mass; Human Communication; Reading, writing, speaking
and listening. and build interpersonal
relationships .
Music, art, and crafts
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Why Managers need
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Why Managers needCommunication skills?
6 Important Functions of Management:Forecasting, Planning, Organizing, Instructing,Coordinating, Controlling.Managers need to perform 3 inter-related roles: Interpersonal Informational Decisional
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Communicating With Employers
Follow-up Email Phone/Voice Mail Cell Phones Face to Face
You can get through life with bad manners,but it's easier with good manners.--- Lillian Gish
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Choosing your medium
To determine the best medium for yourmessage determine:o What you as the senderneed to achieveo What the receiverneeds to know. What the
receiverwants to knowo How detailed, important, and or personal the
informationin the message iso Which behavioryou want to influence and how
All messages do not reach the receiver due to
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distortion
Sender Receiver
Feedback
Distortion
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The Communication Process: Feedback
Feedbackallows the sender to clarify the message if itstrue meaning is not received.o Two-way Communications communication channels
that provide for feedback.o One-way Communications communication channelsthat provide noopportunity for feedback.
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
Two-way Communications :Process of sendingd i i i f ti t l F db k k it
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and receiving information to people Feedback makes itcomplete.
SENDER
RECEIVERDecoding-
Encoding of response(perceived meaningand interpretation)
Channel
Feedback
receiver sender
Channel formessage
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Constructive Feedback
Focus your feedback on specific behaviors . Keep personality traits out of your feedback by focusing
on whatrather than who. Investigate whether the employee had control over the
results before giving feedback about unsuccessfulbehaviors. Feedback should be given as soon as possible. Ensure privacy when giving feedback about negative
behaviors.
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
M i F i f C i i
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4 Main Functions of Communication
Information Control
Motivation
Emotional
expression andInterdependence
Communication
Scope of Communication in
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pManagement
External Dimension Building relationships withexternal agencies andstakeholders.
Establish a healthy externalorganizational climate of trust,cooperation, collaboration,innovation and commitment.
Advertising, publicity andpublic relation functions createpublic image and goodwill.
Internal Dimension
Formulating corporate vision,laying down policy objectives,implementation to achievegoals.
Proper understanding ofpolicies in their right spirit. Obtaining co operations and
for Communications withinand between functional depts.
Public relations Job related instructions,
suggestions , advice andorders.
C i ti t l
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Communication styles
1.Declaration2. Interrogation3. ImperativeRequest, Command, Exclamation ChooseAffirmative or Negative Specific well Defined, Clear, Explicit, Closed
General, Vague, Ambiguous SyntaxHumor, surprise, matter of fact, empathy Use power wordsAvoid problem words
A ti C i ti Skill
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Assertive Communication Skills
Assertive communication skillscommunicate inways that meet ones own needs while at thesame time respecting the needs and rights ofothers
Several less effective styles people tend to usebecause they are indirect or not mindful of needs:o Passive communication an individual does not let
others know directly what he or she wants or needs.o Aggressive communication a forceful approach that
expresses dominance or anger.o Passive-aggressive communication avoids giving
direct responses but rather tries to get even withothers.
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
Skills for Managing Communication
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Skills for Managing Communication
Presentation Skills
Nonverbal Communication Skills
Listening Skills
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
Assertive Communication Skills
O i ti l St t
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Organisational Structure
Organisational Structure gives rise to directionsand flow of InformationTwo CHANNELS: Formal and InformalIn downward flow effectiveness reduces to 20%
Dimensions or Patterns of Formal
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Organizational Communications
Downward Communication
Upward Communication- ParticipativePerformance, market info .financials,
grievance, appeals, reports, suggestions
Horizontal CommunicationFunctional managers of same level
reporting to same person, have commongoals, coordination mandatory
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
Three types of Formal Organizational
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yp gcommunication
Upward, Downward, LateraloLinking-pins
oOmbudsperson- Swedish for
commissioner to investigate publicgrievances against officials but nowimportant way of promoting upward
communication in American cos like GE,AT&T
Formal Communication
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Formal Communication.
Advantages Helps Maintain Authority and
fix responsibility Better coordination,
understanding andcooperation. Bias and preferences do not
effect, no leakage of info. No overlap, reliable. Memos letters etc. facilitate
smooth functioning, follow upand compliance.
Maintains respect andProtocol of Org. structure
Disadvantages Time consuming No emotional or social bonds
are established. Inhibits free flow of informationand hi end may not know of
vital info.
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Downward: AuthoritarianFeedback is tough, dilution,
filtered, withheld, distorted, time consuming,
Written Instructions Memoranda Letters Handbooks Policy statements Procedures Electronic displays
Oral Instructions Speeches Meetings Telephone others
Choosing your medium
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Choosing your medium
Depending upon the situation, one method ofcommunication may be better than another.1.In person: one-to-one2.In person: meetings, small groups3.In person: presentations, large groups4.Letter5.Memo6.Note7.Email8.Voice mail
Choosing your medium?
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Choosing your medium?
How would you communicate?o an organizational change in your unito the introduction of a new employeeo a change in someones job dutieso a reprimando notice of a meeting
Take a few moments to write down some of yourthoughts
Ans: Choosing your medium
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Ans: Choosing your medium
The best way to communicateo an organizational change in your unit by memo and
small group meetingso the introduction of a new employee by group and
one-on-one meetingso a change in someones job duties by memo and one-
on-one meetingo a reprimand in a one-on-one private meetingo notice of a meeting by memo and email
Managing Organizational
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Communications
Face-to-FaceCommunication
Written Communication
Electronic Communication
Informal Communication
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
Communication Channels Ranked by
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Information Richness
Richest Channel Leanest Channel
Physicalpresence (face-to-face,meetings)
Interactivechannels(telephone,electronic media,
voice mail, e-mail)
Personal staticchannels (memos,letters, reportstailored to receiver)
Impersonal staticchannels (fliers,bulletins,generalized
reports)
Best for non-routine,ambiguous,
difficult messages
Best for routine,clear, simplemessages
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
Grapevine
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p Phenomenon, informal, spontaneous, happens every where
people get together.-Flows down water coolers, hallways, lunch
rooms.More prevalent when: Uncertain times or difficult periods. Inadequacy or lack confidence, formation of groups. Formation of coterie or favorite groups by managers, leading to
insecurity or isolation. Exists as Chains: Straight(A>B>C By selection), Gossip (non office for everyone), Probability (random/indifferent selection of listener for interesting
but insignificant matter)
Cluster Chains (A to selected individuals and they to otherselected).
Grapevine
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Grapevine
Merits Speedy Transmission- planted
under guise of confidential ortop secret or between you andme.
Feedback on policies andpulse of organization.
Support other channels ofcomm. as a parallel.
Psychological strength,satisfaction, solidarity ofworkers and maintains socialentity of the organization
Demerits Undependable, not creditable,
can be contradictory. Incomplete and distortion of
information. Premature leakage of
information Can cast aspersions on
motives, any kind of storiesabout responsible people.
Can tarnish the image of thecompany.
Informal Communication
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Informal Communication
Also called the grapevineinformal communicationthat takes place at the workplace.
can be about promotions and other personnel decisions can be about company events (new products, downsizing) must be managed so that negative rumors do not hurt
morale Management by Wandering Around (MBWA)
dropping in unannounced for spontaneousconversations
builds levels of trust stops harmful rumors
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
Effective Use of Informal comm. by
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manager
Tactfully well informed Enhance self worth of employees Open door policy, healthy upward
communication. Identify leaders and get feedback. Discourage rumor mongering, small talk and
character assassination etc.
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FACTOID
The average employee receives about 190communications a day by paper, voicemail,
email, phone, etc.from a Pitney-Bowes survey
(90% time spent by high level, 65% by middle and 25% bysupervisors)
TYPES OF COMMUNICATION
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TYPES OF COMMUNICATION
ORAL FACE-TO-FACE MEETINGS INTERVIEWS
GRAPEWINE TELEPHONE
(VOICEMAIL)
WRITTEN.. ELECTRONIC
NON VERBAL
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Oral Communication
3 Principles used are:accuracy, brevity, clarity
Speaking
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Speaking
Speaking requires. . .
o concentration andenergy
o sharp focuso logical thinkingo clear phrasingo
crisp delivery
Styles of verbal communication
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y
Successful Organizations must learn two distinctlydifferent styles of communication. Monologue Dialogue Skillful Discussion Arguments Avoid, rather motivate or discuss Conversation - Popular Grapevine Interview Critical and complex approach Communication follows PATTERNS: like wheel, Y,
circle, all channel, nets, kite, slash etc. depending onthe hierarchy
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Features :Oral Communication
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Instantaneous 2 way process, used in daily life,involves 2, conversational nature, cannot beerased but has no record, used for all interactionsand relationships.Essentially used for:For groups: Persuasion, Negotiation, Meetings,Lectures/ Speeches, presentations, Seminars,conferences, workshops etc.For Individuals: Interviews, Telephone, Grapevine,Face to face.Only way out during Emergency.
FACE-TO-FACE
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FACE TO FACE
Most people prefer to getinformation face-to-face,especially from their
immediate supervisor
The Benefits(face-to-face)
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Is as important as the written word Helps to build good working relationships withcolleagues.
Economical wrt men and material resources. Immediate and having more impact. Used during emergencies. Opens two-way communication, Tool for persuasion
and group communication. Allows for immediate response to questions,
misinterpretations, feedback, evaluation etc. Takes advantage of voice and body language
The Challenges (face-to-face)
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g ( )
Use in-person communication when you have to
share information that will affect the audience Use for performance evaluations and feedback Use when the information being communicated
needs immediate attention Be prepared to answer questions directly andimmediately
Disadvantages
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Face to face spoken communication, however,leaves no record of what has been said, hencenot legal.
Gets distorted while in chain of travel. Possibility of misunderstanding. Unsuitable for long messages. Unsuitable for spread pout groups. Difficulty to assign responsibility and
accountability.
The Dos and Donts (face-to-face)
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( )
DO -- give people your undivided attention -- listen,really listen, give full attention
DO -- give people honest, direct and
comprehensive information DO -- treat peoples ideas and concerns as critical
and serious - EMPOWER THEM
Face-to-Facecont..
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DONT -- tell people what, tell them why,how, and the larger picture
DONT -- make the conversation one-way.Invite responses -- discuss and debate
DONT -- answer the phone or take a callwhen someone is in your office
Face-to-Face cont...
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DONT -- wait too long to ask for (or to give)feedback, gather information immediately
DONT -- hold back bad news. Treat people asintelligent adults, they want to hear the truth
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Communication is not over when youfinish delivering your message
STOP
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STOP= Stop before u start talking= Think think what u want to
peak= Organize Organize your thoughts= Proceed Proceed to talk
TIPS FOR EFFECTIVE ORAL COMMUNICATION
Regulate your pace of talking, Modulate your
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voice, Use intonation, Maintain eye contact,
Use facial expression, Be confident, Besincere and honest
Consider the objective, think aboutinterest of the receiver, use wit or
pleasantries, give full facts, be descriptivenot evaluative. Develop the conversation.
Learn to Listen and not hear, Take short pauses,Think before u talk, Be polite in tone, Avoid
disagreement. Use wide range of vocabulary, Dont be repetitive,vague.
Understand & respect your audience/the person Learn to read & understand non verbal language
Barriers
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All communication methods are important in training
but our emphasis will be upon the spoken word...since
70 % or all our communication efforts are:misunderstood, misinterpreted, rejected, disliked,
distorted, or not heard (in the same language, sameculture)!
70%
Barriers to communication
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What are barriers to communication that existin any work setting?
Take a few moments to write down some of your
thoughts
The Communication Process
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Feedback
Noise
NoiseCommunicationChannel
Sender(encodes message)
Receiver(decodes message)
The Communication Process:Barriers toEffective Communication
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Barriers can disrupt the accurate transmission ofinformation. These barriers take different forms:
o Sender barrier:o Encoding barriero Communication channel barriero Noise barriero Receiver barrier:o Decoding barriero Feedback barriero
Perception barrier
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
What causes distortion or the barriers tounderstanding/listening?
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Semantics(expressions/transmission of meaning),Perceptions
Language, Inflections. Cross cultural,Geographical Individual: Preconceived
notions/expectations,Psycho-sociological,Personal Interests
Physical: Media, Environment noise Technological Organisational Wordiness Attention span Physical hearing problem
Speed of thought
Barriers to EffectiveCommunicationPsycho- sociological
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y g Misinterpretation :Style, choice of
words, humour, brevity, credibility,charisma and language.
Evaluation of sender Projection, Stereotyping Arrogance and superiority Defensiveness Unmanaged stress Corporate culture, Status Selective perception Halo Effect Fears-Reluctance to confront
o Ridicule, rejection, fear of being wrong
Inarticulateness Hidden agendas Status Environment, Health Emotions Differences in backgrounds Poor timing Personality conflicts Assumptions Authority relationships Filtering
Barriers of OrganizationalCommunications
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Communications in organizations can be complex.
Possible organizational barriers to communicationincludes:o Differences in employee status and powero Diversity, Differences in interestso Culture and climate, Rules and regulationso Complex Organizational structureo Lack of facilities and opportunityo Lack of Cooperation.
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
Barriers to communication
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Some common barriers to Interpersonal
communication include:o Unclear process: The receiver and sender may not share the
same language, slang, jargon, vocabulary, symbolso Chain of command: There may be too many layers that a
message passes through between sender and receivero Large size of an organization, geographic
distance: Large numbers of receivers require good messagesending methods
o Personal limitations: Physical and mental disabilities, anddifferences in intelligence and education may interfere with mutual
understanding
Barriers to communication
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Additional common barriers to interpersonal communicationinclude:
Coming from Superiors:o Human nature: Peoples egos, prejudices, and traditions can get in
the way, lack of trust, consideration for needs and time for subordinates.
o Conflicting feelings, goals, opinions: If people feel onopposite sides of an issue they may not share
o Power: The idea that knowledge is power can lead to informationhoarding, retaining authority, fear of losing control.
o Bypassing or Overloading Information.
Common barriers to interpersonalcommunication
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communication
Coming from Subordinates:
lack of proper channel Lack of Interest Lack of trust
Lack of cooperation Poor relationship with seniors Fear of Penalty
CrossCultural/ GeographicalBarriers
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National character/ personality
Language and Culture Values and Norms Social relationships Concept of Time & Space Non Verbal Communication Perception
Physical/ Channel Barriers
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Noise
Environment: External Transreceivers, no. oflinks in the chain, Circumstances.
Physical factors: light, temp, ergonomics,
numbers, distance, voice & visual quality Defects or Disruptions in the medium
Technical aspect of Barriers
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1.Communication usually fails (Murphys Laws)
2.If message can be understood , it be in the mostharmful way.
3.Filtering: Sending info. not objectively but to be
received favorably; more vertical levels ofhierarchy filter information
4.Meta communication: msg apart from the msg.Exists in peoples minds.
5.Noise: Mechanical distraction
Barriers in Communication(that have todo with the COMMUNICATOR)
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do with the COMMUNICATOR)
Unwillingness to say things differently Unwillingness to relate to others differently Unwillingness to learn new approaches Lack of Self-Confidence Lack of Enthusiasm Voice quality Prejudice
Barriers in Communication(that have to dowith the COMMUNICATOR)
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Disagreement between verbal and non-verbalmessages Negative Self Image Lack of Feedback Lack of Motivation and Training Language and Vocabulary Level Lack of Self Awareness
Barriers in Communication(that have todo with the RECEIVER)
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Selective Perception
Unwillingness to Change Lack of Interest in the Topic/Subject Prejudice & Belief System Rebuttal Instincts Personal Value System Here-and-Now internal & external factors
External Barriers in Communication
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Environmento The venueo The effect of noiseo Temperature in the room
Other People Status, Education Time
Overcoming Barriers Sender should be clear of Ws and Hs.
R i h ld b i li i l l if i d
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Receiver should be attentive, listen actively, clarify, question and
be empathetic Together they should listen , share and be alert to avoid the
inevitable miscomm. They must foster relationships between seniors and
subordinates. Purposeful, focused and precise, accurate, clarity Avoid Jargons and technical language Give right feedback, build proper channels of comm. Flat org. structure, division of labour, avoid overload Minimize Semantic barriers, not use jargons or unfamiliar
expressions
Listeningthe other side of communication
Too many people see communication as merely speaking
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Messages must be received as well as sent.A good question to ask yourself is, are you really listening orsimply waiting for your turn to talk?If you are thinking about your reply before the other person hasfinished, then you are not listening!
Too many people see communication as merely speaking.
The power of listening
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The philosopher Epictetus stressed the power oflistening in this quote:Nature gave us one tongue and two ears so we
could hear twice as much as we speak.
Listen actively
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Prepare to listen by focusing on the speaker Select a mode: Careful, attentive, skimming Concentrate and match your thought with ROS Control and eliminate distractions so that you can
focus on the message. Dont do anything else (writing,reading, email) but listen: anticipate, focus, review.
Establish appropriate eye contact to show interest,interpret symbols and signs. Listen for sign posts.
See listening as an opportunity to get information,share anothers views, and broaden your own knowledge
Listen actively
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Create a need to listen by thinking about what you canlearn from the speaker
Set aside the time to listenso that you wont feel rushed orbecome distracted by other responsibilities
Dont prejudge the message based on who is delivering it.Focus instead on the content of the message. Dontevaluate.
Monitor the way you listen by asking yourself questionssuch as Did I really pay attention or was I thinking aboutwhat I was going to say next? Was there information I
missed because I allowed myself to become distracted?
Note taking
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Write informal outline format, main points andleave space for sub points. Note aids to be ready, match up with speaker Use underlining of main ideas, use symbols and
short forms.
Always record definitions, unfamiliar conceptsand vocab.
Ask questions to clarify concepts. Write only important points , not details, use
telegraphic lang., abbreviations. Polishing: fill in missed points after the speech. Review notes understandable, make notes for
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Barriers
Perceptual barriers: Frames of reference, experience andexpectations relationship with speaker Selection for profits
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expectations, relationship with speaker, Selection for profits,
reject criticism. Psychological, sociological. Speaker related- speed, clarity, P, p, p mannerisms, unfamiliar
expressions. Listener related- Rejection, I Know it all, mental state, interest in
appearance, purpose unclear. Misunderstanding NVC , or overuse. Environmental: chatting with next person, time, light, noise,
discomfort etc. Faking attention, making it passive. Listening only for facts.
Yielding easily to distractions. Rates of speaking and listening, thought.
4 Levels of Listening
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The Non-Listener The Marginal Listener The Evaluative Listener The Active Listener: Listening for RetentionPersonal Characteristics: sex, verbosity,intelligence, scholarly excellence, motivation,organisational structure and environment.
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Guidelines for Active Listening
Docreate a supportive atmosphere.Do listen for feelings as well as
Donttry to change the others views.Dont solve the problem for the
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Dolisten for feelings as well as
words. Donote cues. Dooccasionally test for
understanding. Dodemonstrate acceptance and
understanding. Doask exploratory, open-ended
questions.
Dontsolve the problem for the
speaker. Dontgive advice. Dontpass judgment. Dontexplain or interpret others
behavior. Dontgive false reassurances. Dontattack if the speaker is hostile. Dontask why the feelings.
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
Listening Skills
Help create understanding between both parties
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Help create understanding between both parties Are an active rather than passive activity Use of nonverbal indicators, like eye contact, tone
of voice, or touch Are an invaluable skill for managers
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
Applications of Management PerspectivesForthe Manager
Use your listening skills when dealing with an
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Use your listening skills when dealing with anemployee who has an issue that is emotional innature.
Try to understand the issue from the employeesperspective.
If it is necessary to give negative feedback, makesure that the behavior being criticized is one theemployee is able to control.
2004 The McGraw-Hill Companies, Inc. All rights reserved.cGraw-Hill
Improving Listening Skills
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By not being Preoccupied Being Open Minded & Non Defensive Minimizing Interruptions Effective Listening is: Hearing, interpreting whennecessary, understanding the message and
relating to it. By Asking Questions
How can we improve our listening skills?
Eliminate distractions Concentrate(stop talking) Focus on the speaker (put him at ease)
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p (p )
Maintain an open mind Look for nonverbal cues Do not react to emotive words/prepare
answers or retorts while listening Ask questions Sit so you can see & hear Avoid prejudices, be empathetic
Take notes Ask for clarification Go easy on arguments/criticism Silence promotes listening
Silence as Communication-Is Multi-Pronged communication
If you cannot understand a mans words how will
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If you cannot understand a mans words how willyou understand his Silence.
Silence by nature communicates. Deftly used to communicate. Silence is half consent
Communicates, yes, no, disinterest, Suppression of emotion/excitement interpreted
by body language / attitude. Collective silence, working in silence-satisfaction Silence in meetings mentally absent, Interview-
ignorance, Audience - Interest and discipline.
How can we improve our listening &Communication skills ?
PARAPHRASINGSUMMARIZING
Pulling together the main points of a
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PARAPHRASINGRestating what another has said in your
own words
Pulling together the main points of aspeaker
QUESTIONINGChallenging participants to tackle & solve
problems
Paraphrasingtry it out!
Use initial phrases such as:
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Paraphrasing is simply restatingwhat another person has said inyour own words. The best way toparaphrase is to listen carefully towhat the other person is saying.Paraphrase often so you developthe habit of doing so. Practicesome of the following techniqueson your colleagues.
p
In other words I gather that If I understand what you are
saying What I hear you saying is Pardon my interruption, but let me
see if I understand you correctly
Summarizingtry it out!
Summarizing pulls important ideas,facts or data together to establish a
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facts or data together to establish abasis for further discussion and/orreview progress. The personsummarizing must listen carefully inorder to organize the informationsystematically. It is useful foremphasizing key points.
Try out these summarizing phrases:If I understand you correctly,
your main concerns are
These seem to be the keyideas you have expressed
Questioninga critical facilitation skill
There are two basic types of questions:
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1. Closed questions generally result in short yes/no or otherone word answers. They should be used only when youwant precise, quick answers. Otherwise, they inhibitthought.
2. Open-ended questions invite an actual explanation for aresponse. Questions that begin with how, what and whyare typical.
Practice your questioning skills
Rephrase the following closed questions to make them open-
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ended:1.Are you feeling tired now?2.Isnt today a nice day?3.Was the last activity useful?4.Is there anything bothering you?5.So everything is fine, then?
(Compare your answers with those in the notes below)
Thats a good question!
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Close end questionslimit the answer to yes or no Open end questionsallow the responder total freedom in
answering Direct questions ask for specific information; limit answers
to brief fact statements Probing questionsfollow up other questions to solicit
additional information Hypothetical questions present a theoretical situation to
which receiver respondsSee examples of each on the next slide
Good question - examples
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Close end questionDid you attend the staff meeting this morning?
Open end questionWhat was discussed at the staff meeting this morning?
Direct questionWhich topics were listed on the meeting agenda?
Probing question
Can you tell me more about the first agenda topic?.
Hypothetical questionWhat would you have done, if you had not had the chance topresent your idea at the meeting?
Other questioning techniques include:
Direct questions: asked of a particular individual allows you to initiate control
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q p y
good for re-directing discussion from excessive talkers. Return questions: puts the question back to the questioner or groupWhat
do you think about that? General overview questions: used to initiate a discussion or set up a
thoughtful exerciseHow would you respond to the situation? Hypothetical questions:tests the responders problem-solving ability by
posing a hypothetical situationIf you had an unlimited budget, what wouldyou fund?
Other helpful techniques to foster communication (both verbaland non-verbal)
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Maintain eyecontact
Make encouragingstatements
Nod Your Head
Keep an openbody position
Repeat a sentenceor part of one
Repeat the lastword or two of the
prior speaker
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Reading skills
Careful Reading:50-350 words/min.for accuracy,
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analysis, problem solving, proof-reading. Staysin memory for long.
Rapid:300-600, light content, no conceptualburden.
Skimming: up to 1500 words/min, eyes go overthe words, skipping the details. Grasp mainideas or review. Less time.
Scanning: Fastest, upto 3000, specifically searchfor some info. Requires focus of attention.
Reading
Reading should enhance comprehension, speed
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should not compromise. Reading Efficiency= Speed x Comprehension Retention is independent of Reading. Depends on education, mental and physical
capability, interest and practice Can be improved by... What is Executive reading? SQ3R Technique?
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2.Clarity
Mind of Sender> Transmission> ReceiverS
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Simple, precise and familiar words. Limit sentence to average of 20 words. One idea per sentence. Main idea should occur early in word order.
3. Correctness
Level of knowledge, education and status ofd d d d i
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coder and decoder are important. Use right level of language, formal or informal,
not substandard. Check accuracy of words, facts and figures. Maintain acceptable writing mechanics:
grammar, punctuation and spelling etc.
4. Concreteness
Specific, definite, factual and vivid Vs vague and
l
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general. Used Denotative ( direct, explicit) Vs
Connotative(ideas, notions). Use action verbs (will consider), active voice. Choose vivid image building(Spark Plug). Facts and figs.(50%) Help decipher and
understand more correctly, the way it was
intended.
5. Credibility
Long drawn out process, build over time, after
t t i t ti
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constant interaction. Receiver has trust and security and feels his
interests and safeguarded.
6. Completeness and Consistency
Provide all info.: 5WsA ll ti
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Answer all questions, Give something extra when desired. Eg: Tariffs
of rooms Difference in perceptions and background may
hinder so eye contact and body attitude maybeused to completely interpret.
7. Conciseness
Saying it in the fewest possible words. Briefly.Eli i t d i i l d
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Eliminate wordy expressions: single wordsubstitutes vs phrases, long conventionalstatements vs concise versions (American )
Include only relevant material, stick to purpose,avoid rambling, omit obvious info. Avoid long,unnecessary explanations, excessive adjectives.
Highlight the important point tactfully and
concisely.
Avoid repetition: use pronouns, substitutes etc
4 Ss of communication
Shortness: brief Vs VerboseSimplicity: Concepts and terminology
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Simplicity: Concepts and terminology Strength: Credibility Sincerity: Deceit will sabotage future relationship
prospects.
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Nonverbal Communication Skills: Instinctive,subtle, complimentary to verbal, extensive
N b l i i i f
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Nonverbal communication is for messageswith emotional content.
Dimensions : 55% NVC, 7% Wordso Body movements and gestureso Eye contacto Toucho Facial expressionso Physical distanceo
Tone of voice :38%, A cry of agony is more powerful than atale of woe.
Nonverbal Communication
Silence is golden; Smile is a diamond Eye contact Trust and goodwill
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Eye contact-Trust and goodwill One ounce of image = one pound of appearance Facial ExpressionStern, busy, confused Body languageConfident, nervous, aggressive Nonverbal communication, known as body
language sends strong positive and negativesignals.
Non verbal communication
93% of all Comm.. is non
verbal
Eye contact
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verbal Eye contact Facial expressions Body language Tone of voice Emphasis Deliberate silence Timing Appearance Touch Hand movements
COMMUNICATION
7% WORDS
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7% WORDSo Words are only labels and the listeners put their own
interpretation on speakers words 38% PARALINGUISTIC
o The way in which something is said - the accent, toneand voice modulation is important to the listener.
55% BODY LANGUAGEo What a speaker looks like while delivering a message
affects the listeners understanding most.
Nonverbal Communication
Body LanguageFriendly, confident ,lazy etc
Attitude Sincerity Success self esteem
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Attitude Sincerity,Success,self esteem EmpathyShow interest, feel ,comfort GroomingNeat, proper, simple (no distraction)
Smart, Attention to detail, color sense etc. GesturesSynchronous, fine tune, avoid
irrelevant movements
Nonverbal Communication
Body LanguageFriendly, confident ,lazy etc
Attitude Sincerity Success self esteem
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Attitude Sincerity, Success, self esteem EmpathyShow interest, feel ,comfort GroomingNeat, proper, simple (no distraction)
Smart, Attention to detail, color sense etc. GesturesSynchronous, fine tune, avoid
irrelevant movementsPositive Vs Negative.
TYPES OF BODYLANGUAGERemember that you are dealing with
PEOPLE
(P)OSTURES & GESTURESH d h d t ? St ?
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(P)OSTURES & GESTURESo How do you use hand gestures? Stance?
(E)YE CONTACTo Hows your Lighthouse?
(O)RIENTATIONo How do you position yourself?
(P)RESENTATIONo How do you deliver your message?
(L)OOKSo Are your looks, appearance, dress important?
(E)PRESSIONS OF EMOTIONo Are you using facial expressions to express emotion?
Body language includes
Face Figure
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Figure Focus Territory Tone Time
Each of these is described in the following slides
Body language - face
Face includes:
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Face includes:o Your expressionso Your smile or lack thereofo Tilt of the head; e.g., if your head is tilted to one
side, it usually indicates you are interested inwhat someone is sayingWhat message are you sending if someone ispresenting a new idea and you are frowning?
Body language - figure
Figure includes: : thin youthful tall and
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Figure includes: : thin , youthful , tall andEndomorphs: fat, round and soft. Meso:Strong, athletic muscular bony.o Your postureo Your demeanor and gestureso Your clothes and accessories such as jewelry.o Appearance, Dress sense, grooming
What message are you sending if you are dressedcasually at an important meeting?
Body language - focus
Focus is your eye contact with others
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Focus is your eye contact with others The perception of eye contact differs by culture. For
most Americanso Staring makes other people uncomfortableo
Lack of eye contact can make you appear weak or nottrustworthyo Glasses may interfere or enhance eye contact
What message are you sending if you are looking at otherthings and people in a room when someone is speaking toyou?
Body language - territory
Territory focuses on how you use space. It is
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Territory focuses on how you use space. It isalso called proxemics.
The perception of territory differs by culture. MostAmericans are comfortable with an individual space
that is about an arms length in diameterWhat message are you sending if you keep moving closerto a person who is backing away from you?
Body language - tone
Tone is a factor of your voice
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Tone is a factor of your voiceo Pitch is the highness or lowness of voiceo Volume is how loud your voice iso Emphasis is your inflection
What message are you sending if during a disagreementyou start speaking very loudly?
Body language - time
Time focuses on how you use time. It is also
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e ycalled chronemics.o Pace is how quickly you speako Response is how quickly you moveo Punctuality is your timelinessWhat message are you sending if you are consistently late
for meetings?
Classification
Kinesics ProxemicsFeature fixed, semi feature fixed,
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, ,Personal spaceZones.
Chronemics Paralinguistic: way of use of voice/tone, Voice-
Pitch, Volume, Pronunciation, Pause, Pace,Fluency, word stress.
Sign Language : Depictions, Maps, blue prints,pictures, traffic lights, rood signs, posters etc.
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Interpreting Body Language
People who are willing to listen People who are showing friendliness
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p g People who are anxious to interrupt People who feel frustrated or rejected People who feel threatened People who feel superior People who do not wish to communicate
People who are willing to listen
Look directly at you Sit with their body forward
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y Lean forward when standing Rest their chin on the palm of their hands Nod in agreement with what is being said Interject with supportive comments such as
Yes ! I see or Thats right
People who are showing friendliness
Smile Use strong eye contact Have a static body posture
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a e a stat c body postu e Stand or sit with open, unfolded arms and legs, facing you Use non threatening gestures such as handshakes, pats
on the backs or arms Initiate and maintain conversation
Use humour in speech Are polite and courteous to you
People who are anxious to interrupt
Excited Look directly and intently at you
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Shift their posture while sitting Move while standing Rapidly move / vibrate their legs Try to come closer to you if possible
People who are Frustrated or rejected
Feel tensed, become red in the face Use aggressive, downward hand gestures Hit the table or desk top with a hand
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Hit the table or desk top with a hand Move to and fro rapidly in the room Get withdrawn from the conversation OR raise
the tone of their voice
Look down and put their hands on their forehead
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Information Sharing
Giving Information Getting Information
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Sharing your ideas
Why and when is it necessary to share yourideas?
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ideas?Take a few moments to write down some of yourthoughts
Share your ideas to
State an opinion or position Give instructions or directions
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Give instructions or directions Announce a change Make presentations Participate in meetings
Give information in emergencies Communicate the organizational mission, vision,
and values and other ideas you may have thought of
Obstacles to sharing ideas
What can make sharing ideas difficult?Take a few moments to write down some of your
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Take a few moments to write down some of yourthoughts
Obstacles to sharing ideas
Your own shyness Fear of rejection
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j Peer pressure Unorganized thinking Others possibly becoming defensive Physical disabilities (impaired sight, hearing, speech) Having to deal with aggressive people and others you may have thought of
Speak for yourself
To ensure your messages are clear, speak foryourself not for others:
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yourself, not for others:o Speaking for yourself sounds like:
I, me, my I think, I feel, I want to know that
o Speaking for no one sounds like: It, some people, everyone, they decided
o Speaking for others sounds like: We, you, John, Mary said
SHARE your ideas a model
State the main point of your message
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Highlight other important points Assure the receivers understanding
React to how the receiver responds Emphasize/summarize your main ideas
SHARE an example
State the main point of your message
Id like to talk to you about the new employee welcome program.Highlight other important points
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g g p pWe need to discuss the new schedule, locations, and presenters.
Assure the receivers understandingDo you need me to further clarify how we are making invitations?
React to how the receiver respondsI understand your concern about parking.
Emphasize/summarize your main ideasTo wrap-up, Ill develop the schedule and make the room reservations, if youcan line up the guest speakers.
Getting good information
Why is it necessary to get good informationfrom others?
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from others?Take a few moments to write down some of yourthoughts
Get good information to
Find out facts and details Get directions or instructions
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Try to understand anothers point of view Help someone solve a problem Resolve a team conflict Solve work problems and other ideas you may have thought of
Obstacles to getting goodinformation
What can make getting good informationdifficult?
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Take a few moments to write down some of yourthoughts
Obstacles to getting goodinformation
Lack of trust Assuming you already know it allJ i l i
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Jumping to conclusions Not valuing diverse opinions Weak reading skills Weak listening skills Weak questioning skills and other ideas you may have thought of
FOCUS on information a model
Focus the discussion on the specificinformation you need
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Open-end question to expand the discussion Close-end question to get specifics Useactive listening skills to understand what
you are hearing Summarize and close the discussion
FOCUS on information an example
Focus the discussion on the specific information you needI need to ask you about the computer meeting you attended yesterday.
Open-end question to expand the discussionWh t ki d f d i i d di i f
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What kinds of decisions were made regarding expansion of ourdepartmental system?
Close-end question to get specificsDid the committee decide to buy Dell computers?
Use active listening skills to understand what you are hearingWhat I think I heard you say was that the decision was made?
Summarize and close the discussionSo to wrap up, the system will expand and we will be using Dells.Thanks for keeping me up to date.
Giving feedback
Why is it necessary to give constructivefeedback to others?
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Take a few moments to write down some of yourthoughts
Give feedback when
Someone asks for your opinion Work errors occur frequently A coworkers habits disturb you
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A coworker s habits disturb you A coworkers behavior has negative consequences There are unresolved problems and other ideas you may have thought of
Constructivefeedback focuses on facts not people, solvingproblems instead of placing blame, and strengtheningrelationships instead of being right
Obstacles to giving constructivefeedback
What makes it hard to give constructivefeedback?
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Take a few moments to write down some of yourthoughts
Obstacles to giving constructivefeedback
Separating the person from the problem
Others becoming defensive or angry Fear of negative consequences (especially if the other
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g q ( p yperson is a supervisor)
Dealing with potential conflict (especially if the other personis aggressive)
Avoiding hurt feelings Preserving relationships Not having all the facts and jumping to conclusions Choosing the right time so that the other person is most
receptive and other ideas you may have thought of
STATE feedback a model
State the constructive purpose of yourfeedbackT ll ifi ll h h b d
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Tell specifically what you have observed Address and describe your reactions Tender specific suggestions for improvement Express your support and respect for the
person
STATE feedback an example
State the constructive purpose of your feedbackId like to give you some feedback about your training style so that your evaluationswill be more positive and you will enjoy it more.
Tell specifically what you have observedI notice that you rely heavily on your notes
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I notice that you rely heavily on your notes .Address and describe your reactions
I feel as though you are unsure of yourself when you read. Tender specific suggestions for improvement
I can help you develop a PowerPoint presentation so that you can use the screens asa cue instead of being tied to your notes.
Express your support for the personYou know a lot about the subject. With practice you can become a good trainer.
Test yourself
1. Communication is defined as the interchange of thoughts or opinionsthrough shared symbols.
True___ False___2. The four facets of interpersonal communication are sender, receiver,
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2. The four facets of interpersonal communication are sender, receiver,information, and behavior.
True___ False___3. Unclear process; chain of command; large size of an organization or
geographic distance; personal limitations; human nature; conflicting feelings,goals, opinions; and power are examples of barriers to communication.
True___ False___
Test yourself
4. Describe the steps of the SHARE model for giving good informationshare, highlight, assure, react, emphasize:5. Describe the steps of the FOCUS model for getting good informationfocus, open end, close end, use, summarize:
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focus, open end, close end, use, summarize:6. Describe the steps of the STATE model for giving constructive feedbackstate, tell, address, tender, express:7. Describe the the six aspects of non-verbal communication (body
language):
Test yourself - answers
1. Communication is defined as the interchange of thoughts or opinionsthrough shared symbols.
True2. The four facets of interpersonal communication are sender, receiver,
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p , ,information, and behavior.
True3. Unclear process; chain of command; large size of an organization or
geographic distance; personal limitations; human nature; conflicting feelings,goals, opinions; power are examples of barriers to communication.
True
Test yourself - answers
4.The steps of the SHARE model for giving good information are: State the main point of your message Highlight other important points Assurethe receivers understanding
R h h i d
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React to how the receiver responds Emphasize/summarize your main ideas
5. The steps of the FOCUS model for getting good information are: Focus the discussion on the specific information you need
Open-end question to expand the discussion Close-end question to get specifics Use active listening skills to understand what you are hearing Summarize and close the discussion
Test yourself - answers
6. The steps of the STATE model for constructive feedback are: State the constructive purpose of your feedback Tell specifically what you have observed Address and describe your reactions
T d ifi ti f i t
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Tender specific suggestions for improvement Express your support for the person
7. The the six aspects of non-verbal communication (body language): Face expressions, smile, tilt of head
Figure posture, demeanor, gestures, dress Focus eye contact Territory use of space Tone voice pitch, volume, emphasis Time the use time
Apply what youve learned
When you started this program we asked you toconsider some questions. Lets wrap up:o What new things did you learn about interpersonal
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g y pcommunication?
o Did you meet your learning goals for this program?o Did you meet your supervisors expectations, if any, forparticipation in this training?o How will you be able to apply your learning on the job?