Perception and Communication Problems Basic Perception Process Perception
Perception and Communication Problems Basic Perception Process Perception Problems Perceptions of Others Self-Perception 1 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 1
Basic Perception Process Perception The process by which individuals attend to, organize, interpret, and retain information from their environments. Perception Filters 1. 1 The personality-, psychology-, or experienced-based differences that influence people to ignore or pay attention to particular stimuli. Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 2
Basic Perception Process Stimulus 1. 1 Stimulus Perceptual Attention Filter Perceptual Organization Filter Perceptual Interpretation Filter Perceptual Retention Filter Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved Adapted From Exhibit 15. 1 3
Perception Problems § Selective perception § notice and accept stimuli which are consistent with our values and beliefs § ignore inconsistent stimuli § Closure § tendency to fill in the gaps when information is missing § we assume that we don’t know is consistent with what we do know 1. 2 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 4
Perception of Others § Attribution Theory § we have a need to understand explain the causes of other people’s behavior § General reasons to explain behavior § Internal attribution • the behavior was voluntary or under their control § External attribution • the behavior was involuntary and beyond their control 1. 3 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 5
Attribution Bias and Error Defensive Bias The tendency for people to perceive themselves as personally and situationally similar to someone who is having difficulty. Fundamental Attribution Error The tendency to ignore external causes of behavior and to attribute other people’s actions to internal causes. 1. 3 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 6
Attribution Bias and Error 1. 3 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 7
Self-Perception Self-Serving Bias The tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external causes). 1. 4 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 8
Kinds of Communication Process Formal Communication Channels Nonverbal Communication 2 Informal Communication Channels Coaching and Counseling Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 9
The Interpersonal Communication Process Sender Message to be Conveyed Encode Message 15. 1 Transmit Message Receiver Feedback to Sender N o i s e Communication Channel Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved Message that was Understood Decode Message Receive Message Adapted From Exhibit 15. 3 10
The Communication Process Noise occurs if: 2. 1 1. The sender is unsure what message to communicate 2. The message is not clearly encoded 3. 4. The wrong channel is chosen 5. The receiver lacks experience or time The message is improperly decoded Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 11
The Communication Process Meanings of the Word Fine 1. 2. 3. 4. 5. 6. 7. Penalty Excellence Tight Small Pure Flimsy Okay 2. 1 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved Adapted From Exhibit 15. 4 12
Formal Communication Channels § The system of official channels § Downward communication § top down § Upward communication § bottom up § Horizontal § within a level 2. 2 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 13
Improving Formal Communication 1. 2. 3. 4. Decrease reliance on downward communication Increase chances for upward communication Encourage much greater use of horizontal communication Be aware of communication problems 2. 2 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 14
Common Problems with Downward, Upward, and Horizontal Communication Downward • • Upward • Risk of telling upper management about problems • Managers acting angrily and defensively to problems • Few opportunities for workers to contact upper levels of management Horizontal 2. 2 Sending too many messages Issuing contradictory messages Hurriedly communicating vague, unclear messages Issuing messages indicating management’s low regard for lower-level workers • Management discouraging or punishing horizontal communication • Managers and workers not given time or opportunity for horizontal communication • Not enough opportunities or channels for lower-level workers to engage in horizontal communication Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved Adapted from Exhibit 15. 5 15
Informal Communication Channels § Transmitting messages outside the formal communication channels § The “Grapevine” § Highly accurate § information is timely § senders seek feedback § accuracy can be verified 2. 3 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 16
Informal Communication Channels Gossip Chain Cluster Chain 2. 3 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved Adapted from Exhibit 15. 7 17
Managing Organizational Grapevines § § § Don’t withhold information from it § Use it as a source of information Don’t punish those who use it Embrace the grapevine and keep employees informed 2. 3 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 18
Informal Communication Channels Dealing with Internet Gripe Sites 1. Correct misinformation. 2. Don’t take angry comments personally 3. Give your name and contact number 4. Hold a town meeting to discuss issues 2. 3 5. Set up anonymous discussion forums Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved Adapted from Exhibit 15. 8 19
Coaching and Counseling § Coaching § communicating with someone for the direct purpose of improving the person’s performance § Counseling § communicating with someone about non-job related issues § issues may be affecting a person’s performance 2. 4 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 20
Doing the Right Thing Protect Personal, Confidential Information § Managers are privy to personal and confidential information about employees § There is a moral and legal obligation to protect employees’ privacy § Information about discrimination, sexual harassment, potential workplace violence, or conflicts of interest may need to be shared 2. 4 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 21
Employee Assistance Programs Counseling Financial Services Pet Care Child Care Employee Assistance Programs Health Lifestyles Senior Care Legal Services 2. 4 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 22
Nonverbal Communication § Any communication that doesn’t involve words § Kinesics § movements of the body and face Paralanguage § the pitch, tone, rate, volume, and speaking pattern of a person’s voice § 2. 5 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 23
How to Improve Communication Choosing the Right Communication Medium Being a good listener Giving effective feedback Improving cross-cultural communication 3. 1 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 24
Choosing the Right Communication Medium The method used to deliver an oral or written message. • Oral communication • Written communication 3. 1 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 25
Listening Hearing versus Listening Active Listening Emphatic Listening 3. 2 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 26
Becoming an Active Listener 1. Clarify responses § ask questions to clear up ambiguities 2. Paraphrase responses § restate the speaker’s comments in your own words 3. Summarize responses § review the speaker’s main points 3. 2 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 27
Becoming an Empathetic Listener § Show your desire to understand § listen first § talk about what’s important to the other § Reflect feelings § focus on the emotional part of the message § more than just restating words 3. 2 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 28
Clarifying, Paraphrasing, and Summarizing Responses • • Could you explain that again? I don’t understand what you mean I’m confused. Would you run through that again? I’m not sure how …. Paraphrasing • • • What you’re really saying is …. If I understand you correctly …. So your perspective is that …. In other words …. Tell me if I’m wrong, but what you’re saying is …. Clarifying Summarizing • • Let me summarize …. Okay, your main concerns are …. Thus far, you’ve discussed …. To recap what you’ve said …. 3. 2 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved Adapted from Exhibit 15. 10 29
Making Feedback Constructive § Give immediate feedback § don’t delay feedback § discuss performance while the memory is vivid § Make feedback specific § focus on definite behavior and time-frame § make sure behavior was controllable § Make feedback problem-oriented § focus on behavior not personality 3. 3 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 30
Improving Cross-Cultural Communication 1. Familiarize yourself with a culture’s work norms 2. Know whether a culture is emotionally affective or neutral 3. Understand terms and attitudes toward time 3. 3 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 31
A Comparison of French and American Views of Work 3. 4 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved Exhibit 15. 11 32
Affective and Neutral Cultures In Affective Cultures, People… 1. Reveal thoughts and feelings through verbal and nonverbal communication 2. Express and show feelings of tension 3. Let their emotions flow easily, intensely, and without inhibition 4. Admire heated, animated, and intense expressions of emotion 5. Are used to touching, gesturing, and showing strong emotions through facial expressions 3. 4 6. Make statements with emotion Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 33
Affective and Neutral Cultures In Neutral Cultures, People… 1. Don’t reveal what they are thinking or feeling 2. Hide tension and only show it accidentally in face or posture 3. Suppress emotions, leading to occasional “explosions” 4. Admire remaining cool, calm, and relaxed 5. Resist touching, gesturing, and strong emotions through facial expressions 6. Often make statements in an unexpressive manner 3. 4 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 34
Monochronic Cultures People in Monochronic Cultures… § § § § Do one thing at a time Concentrate on the job Take time commitments seriously Are committed to the job Adhere religiously to plans Show respect for private property Emphasize promptness Are accustomed to short-term relationships 3. 4 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 35
Polychronic Cultures People in Polychronic Cultures… § § § 3. 4 § § § Do many things at once Are highly distractible and subject to interruptions Meet time commitments only if possible without extreme measures Are committed to people Change plans easily and often Are more concerned with relationships than with privacy Frequently borrow and lend things Vary promptness by the relationship Tend to build lifetime relationships Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 36
Cross-Cultural Temporal Concepts 3. 4 § Appointment time § how punctual you must be § Schedule time § time when projects should be completed § Discussion time § how much time should be spent in discussions § Acquaintance time § how much small-talk is required Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 37
Managing Organization-Wide Communication Improving Transmission: Getting the Message Out Improving Reception 4 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 38
Improving Transmission Getting the Message Out email online discussion forums televised / videotaped speeches and conferences corporate talk shows broadcast voice mail 4. 1 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 39
Establishing Online Discussion Forums Step 1 Knowledge Audit Step 2 Online Directory Step 3 Discussion Groups on Internet Step 4 Reward Information Sharing 4. 1 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved Adapted from Exhibit 15. 14 40
Improving Reception § Company hotlines § Survey feedback § Informal meetings § Surprise visits § Blogs 4. 2 Chapter 15 Copyright © 2007 by South-Western, a division of Thomson Learning. All rights reserved 41
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