lecture08 communicating at work

8/3/2019 Lecture08 Communicating at Work

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Communicating at Work


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Changes Affecting the

Workplace Expanded team-based

management

Innovative communicationtechnologies

New work environments

Increasingly diverse workforceSuccess in the new workplace requiresexcellent communication skills.


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The Communication Process

Basic Model


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Basic Model

1.Senderhas idea


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Basic Model

1.Senderhas idea


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Basic Model

2.Senderencodesidea inmessage

1.Senderhas idea


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Basic Model


1.Senderhas idea


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Basic Model


3.Messagetravelsoverchannel

1.Senderhas idea


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Basic Model



1.Senderhas idea


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Basic Model



1.Senderhas idea

4.Receiverdecodesmessage


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Basic Model



1.Senderhas idea



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Basic Model



1.Senderhas idea


5.Feedback travelsto sender


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Basic Model



1.Senderhas idea




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Basic Model



1.Senderhas idea




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Basic Model



1.Senderhas idea


6.Possible additionalfeedback to receiver



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Basic Model



1.Senderhas idea


6.Possible additionalfeedback to receiver



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Expanded Model


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Barriers to Interpersonal

Communication Bypassing

Limited frame of reference

Lack of language skills

Lack of listening skills

Emotional interference

Physical distractions


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Communication climate

Context and setting

Background, experiences

Knowledge, mood

Values, beliefs, culture

Understanding is shaped by


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Barriers That Block the

Flow of Information inOrganizations Closed communication climate

Top-heavy organizational structure Long lines of communication

Lack of trust between management

and employees Competition for power, status,

rewards


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Additional Communication

Barriers Fear of revenge for honest

communication

Differing frames of reference amongcommunicators

Lack of communication skills

Ego involvement


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A Classic Case ofMiscommunication

In Center Harbor, Maine, local legend recalls theday when Walter Cronkite steered his boat intoport. The avid sailor was amused to see in the

distance a small crowd on shore waving their armsto greet him. He could barely make out theirexcited shouts: Hello Walter, Hello Walter!


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A Classic Case ofMiscommunication

As his boat came closer, the crowd grew larger,still yelling. Pleased at the reception, Cronkitetipped his white captain's hat, waved back, eventook a bow. But before reaching dockside,Cronkite's boat abruptly jammed aground. Thecrowd stood silent. The veteran news anchorsuddenly realized what they'd been shouting:Low water, low water!


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Analysis of Flawed

Communication Process


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Analysis of Flawed


Sender

hasidea

Warn

boater


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Analysis of Flawed


Sender

hasidea

Warn

boater

Sender

encodesmessage

Low

water!


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Analysis of Flawed


Sender

hasidea

Warn

boater

Sender

encodesmessage

Low

water!

Channel

carriesmessage

Message

distorted


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Analysis of Flawed


Sender

hasidea

Warn

boater

Sender

encodesmessage

Low

water!

Channel

carriesmessage

Message

distorted

Receiver

decodesmessage

Hello

Walter!


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Barriers That Caused

Cronkite Miscommunication Frame of reference

Language skills

Listening skills

Receiver accustomed toacclaim and appreciativecrowds.

Maine accent makes"water" and "Walter"sound similar.

Receiver moreaccustomed to speakingthan to listening.


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Barriers That Caused

Cronkite Miscommunication Emotional interference

Physical barriers

Ego prompted receiver tobelieve crowd wasresponding to his celebritystatus.

Noise from boat, distancebetween senders andreceivers.

Which of these barriers could be overcome throughimproved communication skills?


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Overcoming Communication

Barriers Realize that communication is

imperfect.

Adapt the message to the receiver.

Improve your language and listeningskills.

Question your preconceptions.

Plan for feedback.


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Organizational Communication

Functions: internal and external Form: oral and written

Form: channel selection dependent on Message content

Need for immediate response

Audience size and distance

Audience reaction

Need to show empathy, friendliness, formality

Flow: Formal: down, up, horizontal

Informal: grapevine

C i ti Fl i


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Communication FlowingThrough Formal Channels

Downward

Management directives

Job plans, policies

Company goals

Mission statements

Horizontal

Task coordination

Information sharing

Problem solving

Conflict resolution

Upward

Employee feedback

Progress reports

Reports of customer

interaction, feedback

Suggestions for

improvement

Anonymous hotline


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Forms of Communication FlowingThrough Formal Channels

WrittenExecutive memos, letters

Annual report

Company newsletter

Bulletin board postings

Orientation manual

ElectronicE-mail

Voicemail

Instant Messaging

Intranet

Videoconferencing

OralTelephone

Face-to-face conversation

Company meetings

Team meetings


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MISCOMMUNICATION INPRODUCT EVOLVEMENT


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As Marketing Requested It


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As Sales Ordered It


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As Engineering Designed It


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As ProductionManufactured It


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As Maintenance Installed It


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What the CustomerWanted


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Message DistortionDownward Communication

Through Five Levels of Management

Message Amount of message

written by board of directors 100%


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received by vice-president 63%


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received by general supervisor 56%


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received by plant manager 40%


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received by team leader 30%


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received by team leader 30%received by worker 20%


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Surmounting Organizational

Barriers Encourage open environment for

interaction and feedback.

Flatten the organizational structure. Promote horizontal communication.

Provide hotline for anonymousfeedback.

Provide sufficient informationthrough formal channels.


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Five Common Ethical Traps

The false-necessity trap(convincing yourself that no other choice exists)

The doctrine-of-relative-filth trap(comparing your unethical behavior with someoneelses even more unethical behavior)

The rationalization trap(justifying unethical actions with excuses)


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Five Common Ethical Traps

The self-deception trap(persuading yourself, for example, that a lie is notreally a lie)

The ends-justify-the-means trap(using unethical methods to accomplish adesirable goal)

T l f D i h


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Tools for Doing theRight Thing

Is the action you are consideringlegal?

How would you see the problem if youwere on the other side?

What alternate solutions areavailable?

T l f D i h


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Tools for Doing theRight Thing

Can you discuss the problem withsomeone you trust?

How would you feel if your family,friends, employer, or co-workerslearned of your action?


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Any Question

lecture08 communicating at work

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