Chapter 8 Interpersonal Processes Behavior Effective Communication I

Chapter 8 Interpersonal Processes & Behavior

Effective Communication I didn’t say that I didn’t say it. I said that I didn’t say that I said it. I want to make that very clear.

Communication - the evoking of a shared or common meaning in another person Interpersonal communication - communication between two or more people in an organization

Communication Communicator - the person originating the message Receiver - the person receiving a message Perceptual screen - a window through which we interact with people that influences the quality, accuracy, and clarity of the communication

Basic Interpersonal Communication Model Message • Context • Affect Event X Perceptual screens Message - the thoughts and feelings that the communicator is attempting to elicit in the receiver Feedback loop - the pathway that completes twoway communication

Communication Language - the words, their pronunciation, and the methods of combining them used & understood by a group of people Data - uninterpreted and unanalyzed facts Information - data that have been interpreted, analyzed, & and have meaning to some user Richness - the ability of a medium or channel to elicit or evoke meaning in the receiver

The Communication Process

Words That Create Distortions Many people today use a vocabulary of “filler words” that contribute to imprecise language. The following words and phrases distort communication because they’re confusing and ambiguous to listeners: Like you know See So OK Like oh my God I mean Basically And all that And everything like that And whatever ‘n’ stuff

Communication Networks Three Network Types Independent, decentralized decision makers (cowboys) Centralized decision makers (commanders) Connected, decentralized decision makers (cyber-cowboys) = Places where actions are taken and information is generated = Centralized decision maker Source: T. W. Malone, “Is Empowerment Just a Fad? Control, Decision Making and IT, ” Sloan Management Review, Winter 1997, pp. 23 -35.

Three Common Small-Group Networks Chain Wheel All-Channel

Hierarchy of Channel Richness Channel richness Richest Type of message Information medium Nonroutine, ambiguous Face to face talk Telephone Computer Memos’ letters Leanest Routine, clear Flyers, bulletins general reports

Coping With Rumors Announce timetables for making important decisions. Explain decisions and behaviors that may appear inconsistent or secretive. Emphasize the downside, as well as the upside, of current decisions and future plans. Openly discuss worst case possibilities -it is almost never as anxiety provoking as the unspoken fantasy.

Implications for Managers Less uncertainty, the greater the satisfaction Less distortion in communication equals: Incongruities between verbal and nonverbal communiqués increase uncertainty and reduce satisfaction. The goal of perfect communication is unattainable. The issue of communication is critical to motivation.

ACTIVE LISTENING “You can not truly listen to anyone and do anything else at the same time. ” M. Scott Peck

Reflective Listening - the skill of listening carefully to another person and repeating back to the speaker the heard message to correct any inaccuracies or misunderstandings This complex process needs to be divided to be understood What I heard you say was we will understand the process better if we break it into steps

Response ADVICE To make a judgment on the goodnessbadness or rightness/wrongness To tell the sharer what he should do Sets one person above the other Says, “I know your situation better than you do. ” May put sharer on defensive Moves focus from sharer to listener INTERPRETATION To teach To tell what the problem means To explain the cause of the problem Gives information Intellectualizes the conversation (Moves it away from feelings) Closes off further sharing Moves focus from sharer to listener SUPPORT To reassure To minimize the feeling PROBING To seek further information (a question) To tell the sharer what to talk about Makes person feel less alone Sometimes give “you just don’t understand my problem” feeling Minimizes feelings Shifts focus from feelings of sharer to feelings of listener Gets information Limits areas about which sharer can talk Moves focus from what sharer wants to say to what listener wants to hear PARAPHRASE To check whether the responder understands the message To clarify the problem Encourages the sharer to go on and explore his feelings and ideas further Communicates acceptance and concern to sharer

Levels of Empathy Level One The responder pays no attention to the content or feelings of the speaker. She ignores, argues with, denies, evaluates, or judges both the content and the feeling expressed. Level Two The responder pays attention to the content of the message, but not the feelings of the sharer. He ignores, denies or evaluates the feelings. Level Three The responder pays attention to both the feelings and the content of the sharer’s communication. She, however, ‘hears’ only the verbal and surface level of the communication. Level Four The listener adds noticeably to the sharer’s expression, hearing feelings even deeper than those the speaker was expressing. The response reflects concern, which encourages the sharer to go on. The listener responds with accuracy to all feelings, communicating a full awareness of the sharer as a person.

Reflective Listening Helps the receiver & communicator clearly & fully understand the message sent Useful in problem solving

Reflective Listening Reflective listening emphasizes the personal elements of the communication process the feelings communicated in the message responding to the communicator, not leading the communicator the role or receiver or audience understanding people by reducing perceptual distortions and interpersonal barriers

Reflective Listening: 4 Levels of Verbal Response Affirm contact Paraphrase the expressed Clarify the implicit Reflect “core” feelings

Effective Listening Make eye contact. Exhibit affirmative head nods and appropriate facial expressions. Avoid distracting actions or gestures. Ask questions. Paraphrase. Avoid interrupting the speaker. Don’t over talk. Make smooth transitions between the roles of speaker and listener.

Effective Listening Find an area of interest. Judge content and not delivery. Hold your fire. Listen for ideas. Be flexible. Resist distractions. Keep your mind open. Work at listening.

Steps To Effective Listening Attending Following Reflecting Responding

One-way Vs. Two-way Communications One-way communication Two-way communication in which a - a form of person sends a message communication in to another person and no which the questions, feedback, or communicator & interaction follow good for giving simple directions Fast but often less accurate than 2 -way communication receiver interact good for problem solving

Five Keys to Effective Supervisory Communication Expressive speaking Empathetic listening Persuasive leadership Sensitivity to feelings Informative management

Barriers to Effective Communication Filtering Selective Perception Defensiveness Language

Barriers to Communication Barriers factors that block or significantly distort successful communication Physical separation Status differences Gender differences Cultural diversity Language

Message Influences e g A Factors that influence sent & received messages Gender Cu ltu re

Defensive Communication - communication that can be aggressive, attacking & angry, or passive & withdrawing Leads to injured feelings communication breakdowns alienation retaliatory behaviors nonproductive efforts problem solving failures

Defensive Communication Defensive Behaviors 1 Evaluation 2 Control 3 Strategy 4 Neutrality 5 Superiority 6 Certainty Supportive Behaviors 1 Description 2 Problem Orientation 3 Spontaneity 4 Empathy 5 Equality 6 Provisionalism

Nondefensive Communication Nondefensive communication that is assertive, direct, & powerful Provides basis for defense when attacked restores order, balance & effectiveness You are feeling really angry right now.

Two Defensiveness Patterns Subordinate Defensiveness characterized by passive, submissive, withdrawing behavior Dominant Defensiveness characterized by active, aggressive, attacking behavior

Defensive Tactics B o s s E m p l o y e e

Nondefensive Communication: A Powerful Tool Speaker exhibits self-control & self possession Listener feels accepted rather than rejected Characterized by assertiveness control informative approach centered realism honesty P o w e r

Nonverbal Communication Nonverbal communication - all elements of communication that do not involve words Four basic types Proxemics - an individual’s perception & use of space Kinesics - study of body movements, including posture Facial & eye behavior - movements that add cues for the receiver Paralanguage - variations in speech, such as pitch, loudness, tempo, tone, duration, laughing, & crying

Proxemics: Territorial Space Territorial space - bands of space extending outward from the body; territorial space differs from culture to culture a = intimate <1. 5’ b = personal 1. 5 -4’ c = social 4 -12’ d = public >12’ a b c d

Proxemics: Seating Dynamics Seating dynamics - seating people in certain positions according to the person’s purpose in communication X O Cooperation O X Communication X O Competition Non. Communication O

Decoding Non-verbal Cues He’s unapproachable! Boss fails to acknowledge employee’s greeting I wonder what he’s hiding? No eye contact while communicating He’s angry! I’ll stay out of his way! Boss breathes heavily & waves arms My opinion doesn’t count Manager sighs deeply

Gender and Communication Does gender really make a difference? Differences: Purpose Level of Involvement Style

Childhood -- Growing up in Different Worlds. Men Emphasize Sports Military Metaphors Games – rules, boastful winners Women Girls Speak Sooner Small Groups – same sex groups Intimacy is Key Emphasis on getting along

Gender Specific Behaviors Men Position Problem Solving Interruptions Hierarchy Independence Talk to Report Women Personal Process Permission Disclaimers Upspeak Solidarity Talk to establish Rapport

Cultural Context Effects

Cross-cultural Communication I There are barriers caused connotations. There are barriers caused differences. There are barriers caused among perceptions. by semantics. by word by tonal by differences

Cross-cultural Communications II Assume differences until similarity is proven. Emphasize description rather than interpretation or evaluation. Practice empathy. Treat your interpretations as a working hypothesis.

What Do If They Don’t Speak My Language? Verbal Behavior. Clear, slow speech. Repetition. Simple sentences. . Active verbs. Nonverbal Behavior. Visual restatements. Gestures. Demonstrations. Pauses. Summaries. .

What You Hear, May Not Be What You See.

The Future Workplace Diversity Generational Issues – technology, loyalty, motivation, styles of communication Boomers Busters Changing Role Models Electronic Communication

Computer-mediated Communication Informational databases Electronic mail systems Voice mail systems Fax machine systems Cellular phone systems

How Does CMC Affect Communication? Fast, immediate access to information Immediate access to people in power Instant information exchange across distance Makes schedules & office hours irrelevant May equalize group power May equalize group participation

How Does CMC Affect Communication? Communication can become more impersonal --interaction with a machine Interpersonal skills may diminish--less tact, less graciousness Non-verbal cues lacking Alters social context Easy to become overwhelmed with information Encourages polyphasic activity

Tips for Effective Use of CMC Strive for message completeness Build in feedback opportunities Is the message really necessary? Don’t assume immediate response Regularly disconnect from the technology Provide social interaction opportunities