Introduce yourself in turn by stating your name

(and role if relevant) plus:• one WORD to describe what COMMUNICATION

means to you

You have 30 seconds to think of your

statements, after which each person makes their

statements

INTRODUCTIONS

PART 1: BASICS OF

COMMUNICATION

Objectives

• Define and understand communication and the communication process

• Barriers in a communication process

• Forms of communication – Listening

– Verbal and non verbal communication

– Body languages

Hearing

Seeing

Smell

Touch

Taste

Communication –a Series of Experiences of……..

What are the most common ways we communicate?

Written Word

What is Communication?

Communication is the transmission of an idea or feeling so that the sender and receiver share the same understanding.

Communication is not a mysterious process.

It takes place when the ideas from your mind are transferred to

another‟s and arrive intact, complete, and coherent.

Sender

Encoding

Receiver

DecodingChannel

Feedback

Message Message

Noise

Communication Model

Communication Channels

Written Communication

Verbal Communication

The Grapevine

Nonverbal Cues

Electronic Media

Types of Communication

One-way communication

Two-way communication

One to many

Benefits of effective communication

• Quicker problem solving

• Better decision making

• Steady work flow

• Strong business relations

• Better professional image

Facial Expression

55%

Tone of Voice 38%

Verbal Meaning 7%

DEFINING COMMUNICATION

Communication is the transferring and understanding

meanings

The best idea, or suggestions, or plans cannot take

form without communications

Communication can take

many forms: • Oral vs. written

• Verbal vs. non-

verbal

• Interpersonal vs.

organizational

Forms OF COMMUNICATION

• VERBAL• Intra verbal: intonation of word and sound

• Extra verbal verbal: implication of words and phrases, semantics

• NON-VERBAL• Gestures

• Postures

• Movements

• SYMBOLIC

What comprises Effective Communication

• Active Listening

• Eye contact

• Posture

• Simple language

• Questioning skills

The 7 C’s of effective communication

1.Clarity/Clear

2.Concise

3.Concrete

4.Coherent

5.Correct

6.Complete

7. Courteous

GAME

Partners describing the objects

COMMUNICATION PROCESS

When we COMMUNICATE

• 7% WORDS• Words are only labels and the listeners put their own interpretation

on speakers words

• 38% PARALINGUISTIC• The way in which something is said - the accent, tone and voice

modulation is important to the listener.

• 55% BODY LANGUAGE• What a speaker looks like while delivering a message affects the

listener’s understanding most.

BARRIERS TO COMMUNICATION

• Noise

• Inappropriate medium

• Assumptions/Misconceptions

• Emotions

• Language differences

• Cultural differences

• Poor listening skills

• Use of jargon

• Distractions

Filtering

Emotions

Selective

Perception

Information

Overload

Apprehension

Language

EXERCISE 1

IN THE COMMUNICATION

PROCESS-

HOW MANY

OPPORTUNITIES ARE

THERE FOR

MISCOMMUNICATION ?

GAME

Chinese whisper

A. LISTENING

Hearing – Physical process, natural, passive

Listening – Physical as well

as mental process, active,

learned process, a skill

Listening is hard.

You must choose to participate in the process of listening.

Hearing Vs Listening

Active Listening

The process of recognizing, understanding, and

accurately interpreting communicated messages

and responding to spoken and/or nonverbal

messages.

Steps to Effective Listening:

• Hearing

• Interpretation

• Evaluation

• Respond

Active Listening Skills

AcceptanceResponsibility

Intensity Empathy

LISTENING EFFECTIVELY• Make eye contact.

• Exhibit affirmative nods and

appropriate facial

expressions.

• Avoid distracting actions or

gestures that suggest

boredom.

• Ask questions.

• Paraphrase using your own

words.

• Avoid interrupting the

speaker.

• Don„t over-talk.

• Make smooth transitions

between the roles of

speaker and listener

B. IMPROVING VERBAL COMMUNICATION

Eliminate Noise

Get Feedback – Verbal & Body Signals

Speak Slowly & Rephrase your sentence

Don’t Talk down to the other person

Listen Carefully & Patiently

Do not interject, wait for the other person to finish speaking

C. BODY LANGUAGERemember that you are dealing with “PEOPLE”

TYPES OF body language:

• (P)OSTURES & GESTURES• How do you use hand gestures? Stance?

• (E)YE CONTACT• How’s your “Lighthouse”?

• (O)RIENTATION• How do you position yourself?

• (P)RESENTATION• How do you deliver your message?

• (L)OOKS• Are your looks, appearance, dress important?

• (E)XPRESSIONS OF EMOTION• Are you using facial expressions to express emotion?

Exercise 2

Can u read their body

language!?

IMPROVING BODY LANGUAGE - TIPS

• Keep appropriate distance

• Touch only when appropriate

• Take care of your appearance

• Be aware - people may give false cues

• Maintain eye contact

• Smile genuinely

Exercise 3: Need for communication tools/products

Q1. Why do you need a communication tools?

Q2. What are the different types of communication tools used in the government /development set up

PART 2: COMMUNICATION

STRATEGY

WHAT IS A STRATEGY?

• A plan of action designed to achieve a vision.

• All about gaining a position of advantage over adversaries or best exploiting emerging possibilities.

• A detailed plan for achieving success in situations such as war, politics, business, industry or sport.

WHAT IS A COMMUNICATIONS STRATEGY?

• Written document – not just in people’s heads

• Collaboration between the project leader(s) and the communications professional(s)

• A reference document against which to judge progress

• Contains clear and measurable objectives

• Identifies relevant audiences

• A plan of activities and a timetable

• Identifies resources – financial and people

TYPES OF COMMUNICATIONS STRATEGY

• Organisation – ideally reviewed annually

• Major, complex, long term project

• A major announcement – e.g. new endowment which will fund a scholarship programme

• A big event – e.g. a conference

• Building and opening a new building

WHY IS A STRATEGY IMPORTANT? “Why don’t we just get on with it?”

• Taking time to agree what you want to achieve

• Plan ahead rather than last minute panic

• Exploit all the channels available to you

• Agree responsibilities

• Identify and seek resources

• Identify risks and plan how to deal with them

• A plan against which to measure success

• A process which helps you learn lessons for the future

EFFECTIVE COMMUNICATION STRATEGY

Step 1• Identify objectives

Step 2• Identify communication needs of the objectives

Step 3• Select appropriate communication medium

Step 4• Determine roles & responsibilities of change agents

Step 5• Evaluate & adjust communication as per change needs

A comprehensive communications strategy includes:

i. Research

ii. Mission

iii. Vision

iv. Aims

v. Objectives

vi. Audiences

vii. Messages

viii.Channels

ix. Timing

x. Resources

xi. Risks

xii. Evaluation

i. Background research

• What are your objectives?

• Your strengths, weaknesses, opportunities and threats?

• Learn lessons from previous projects

• Learn lessons from peers’ and competitors’ experiences

• Look at past media coverage, event attendance, web visits

• Speak to colleagues – experienced and fresh-faced

• Focus groups and surveys among your key audience

ii. Mission (purpose) + iii. vision (ambition)

WWF‘s• Mission is to conserve nature and reduce the most pressing threats to the

diversity of life on Earth.• Our vision is to build a future in which people live in harmony with nature.

Google’s mission is to organize the world’s information and make it universally accessible and useful.

PricewaterhouseCoopers’ mission is to deliver a fair and clarified auditing service, in order to improve presentation of financial information.

University of Oxford• Oxford’s mission is to provide excellent teaching and conduct excellent

research• Oxford’s vision is to be world leading

iv. Aims

Example of Oxford

• Engage and persuade audiences of the value (for money) of an Oxford education and the personal and public benefit that flows from it

• Persuade audiences of Oxford’s commitment to improving access and widening participation

• Demonstrate the impact of Oxford research and persuade audiences of the value of public funding for research

v. Objectives need to be SMART

• Specific, significant, simple

• Measurable, manageable

• Achievable, agreed, assignable

• Relevant, resourced

• Time bound, trackable

Examples:

Not SMART:

“We need to raise more money.”

SMART:

“We want to raise £5million to set up a fund to create an extra 20 graduate scholarships from October 2014.”

There can be one or more objectives

vi. Audiences

• Government, local council

• Your colleagues, the wider University

• Alumni

• Donors

• Future applicants

• Local community: residents, businesses, groups

• Media: local, national, specialist

Two considerations…

• Who holds the keys to success or failure?

• And who influences those people?

And…

• Don’t forgot the internal audience –e.g. students and colleagues in your department or college, people in your division

Categorise your audiences in relation to your situation and your objectives

• Power/influence + interest + supportive – your partners in achieving your objectives

• Power/influence + interest + opposed – use persuasion and dialogue; accurate coverage of your objectives/views; correct their claims

• Power/influence + not interested – capture their attention; enlist the help of your partners

• Use third parties to help persuade and create interest

vii. Messages

• What do you want them to know?

• What do you want them to think?

• What do you want them to do?

• Why should I care? How does it affect me?

• Tailor them but avoid contradiction and false promises

• Statistics and case studies

• Third party endorsements

Make people sit up and listen

Example: “Oxford offers the most generous bursary package to undergraduate students from the least well offhouseholds”

Inspire action

“We need 5,000 signatures on our petition to the local council to save our library”

viii. Channels of communication

Media: local, national, international;print, broadcast, web, social

Lobbying: local and national government, funding bodies, special interest groupsMarketing:brand, website, advertising, brochures, fliers, video

Events: conferences, launch events, public speeches, tours of building sites

ix. Timing

• Work backwards from your deadline

• Accommodate long lead-in times

• Exploit ‘hooks’ to attract interest

• Availability of spokespeople and venues

• Coordinate who is told what and when

• Create a timetable of activities

• Monitor timetable and adjust as necessary

Timetable

Insert the due date here

Insert the due date here

Insert the due date here

LobbyingAsk local MP to

book venueSend out invitations Event in parliament

MediaIdentify key

messages and spokespeople

Propose an interview

Issue press release

Publications Design invitation and display boards

Print the materials Distribute the materials at the

event

x. Resources: people and money

• Who do you ideally need to assist you?

• Who is actually available to assist you?

• What funds do you need?

• What funds do you have?

• Do you need to bid for extra? From whom? When?

• Are there conditions attached to the funding?

• Prioritise, and manage people’s expectations

xi. Risks and mitigation

• Identify risks that could prevent you achieving your objectives

• How you will deal with them?

• Identify options – a plan A and a plan B

• Prepare ‘lines to take’ – anticipate audiences’ reaction

Risk Mitigation options

A student protest could threaten the success of your event.

Plan A: Meet with the students in advance to discuss issues.

Plan B: Change the event date/venue.

xii. Evaluation: did you succeed?

• Often neglected

• Did you change understanding, opinion and behaviour?

• How will you measure – and will it cost anything?

• Quantitative

– Event attendance, website visitors, donations, column inches

• Qualitative

– Feedback forms, focus groups, key messages in the media

• ‘Wash-up’ with the project team

The written strategy

• Introduction: summary; emphasise added value

• Mission and vision, aims and objectives

• Audiences, messages, channels

• Timetable

• Resources

• Risks and mitigation

• Means of evaluation

• Approvals process

The essentials

• One or two clear objectives

• List of key audiences

• Summarise the key activities and dates

• Agree who is doing the work and who will pay

• Still write it down, even if it’s just a side of A4

And finally…

• Keep a record of the communications strategy

• Electronic and printed copies of material produced

• Record of quantitative and qualitative evaluation

• Minute the wash-up; record lessons learned

• Keep a contacts list

• Share best practice with peers

• Publicise your success

• It’s good PR for our profession!

QUESTIONS?

“The most important thing in

communication is hearing

what isn't said.”

Peter Drucker