interpersonal communication
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5. Interpersonal Communication. Introduction. Most employees spend 75 percent of each workday communicating 75 percent of what we hear we hear incorrectly 75 percent of what we hear accurately we forget within three weeks - PowerPoint PPT PresentationTRANSCRIPT
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© 2008 The McGraw-Hill Companies, Inc. All rights reserved
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ChapterChapterChapterChapter
McGraw-Hill/Irwin
Interpersonal Interpersonal CommunicationCommunication
55
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IntroductionIntroduction
Most employees spend 75 percent of each workday communicating75 percent of what we hear we hear incorrectly75 percent of what we hear accurately we forget
within three weeks70 percent of all business communication fails to
achieve the intended purposes
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The communication process consists of a sender who encodes a message and
transmits it through a channel to a receiver who decodes it and may give feedback.
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The Communication Process The Communication Process
Step 1: Encodes message and selects transmission channel
Step 3: Decodes message and decides if feedback is needed
Step 2: Transmits message through a channel
Step 4: Feedback – response or new message may be transmitted
Exhibit 5.1
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Barriers to Communication Barriers to Communication
PerceptionInformation overloadChannel selectionNoiseTrust and credibility
Not listeningEmotionsFilteringGenderCulture
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How Barriers Affect The How Barriers Affect The Communication Process Communication Process
Message
Response
Barriers
Barriers
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Steps in the Communication Process Steps in the Communication Process (1 of 3) (1 of 3)
Step 1. The sender encodes the message and selects the transmission channelEncoding – the sender’s process of putting the
message into a form that the receiver will understand
Perception communication barriersInformation overload communication barriersTransmission channels
OralNonverbalWritten
Channel selection barriers
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Steps in the Communication Process Steps in the Communication Process (2 of 3) (2 of 3)
Step 2. The sender transmits the messageNoise communication barriers
Step 3. The receiver decodes the message and decides if feedback is neededDecoding – the receiver’s process of translating
the message into a meaningful formTrust and credibility communication barriersNot listening barrier to communicationEmotional barriers to communication
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Steps in the Communication Process Steps in the Communication Process (3 of 3)(3 of 3)
Step 4. Feedback – a response or a new message may be transmittedFiltering communication barriersGender style barrier to communication
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Gender Conversation DifferencesGender Conversation Differences
Research shows the men and women converse for different reasonsGender style becomes a barrier to
communication between the sexesWomen tend to:
talk to create connections and develop relationships
Men tend to:talk about status and independence
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Barriers to Cross-Cultural Barriers to Cross-Cultural Communication: Communication:
3. Language4. Etiquette and
Politeness
5. NonverbalCommunication
1. CulturalContext
2. SocialConvention
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High- versus Low-Context Cultures High- versus Low-Context Cultures
High-Context
Chinese
Korean
Vietnamese
Arab
Greek
Spanish
Italian
English
North American
Scandinavian
Swiss
German
Low-Context
High-Context
Chinese
Korean
Vietnamese
Arab
Greek
Spanish
Italian
English
North American
Scandinavian
Swiss
German
Low-Context
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Cultural Context: Cultural Context: High-Context High-Context CulturesCultures
Rely heavily on nonverbal communicationRely on subtle situational cues during the
communication processWhat is not said is often more important than
what is actually saidImportant factors in communication:
official statusplace in societyreputation
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Cultural Context: Cultural Context: Low-Context Low-Context CulturesCultures
Rely heavily on the actual words usedNonverbal communications and subtle
situational cues are not as important as what is actually said
Status, place, and reputation are given secondary importance to the actual words
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High- versus Low-Context Culture High- versus Low-Context Culture Communication Importance Communication Importance
Context High-Context Culture
Low-Context Culture
Focus on nonverbal communications and subtle cues
X
Focus on actual spoken and written work X
Credibility and trust are important X
The need to develop relationships X
Position, age, seniority X
Use of precisely written legal contracts X
Direct get down to business conversation X
Managers tell employees (give orders) what to do X
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Social Conventions Social Conventions
Language, Etiquette, and Politeness Even when speaking the same language,
words mean different things, and the same thing may be called by different names
Nonverbal Communication Consists of messages we send without
using words
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Guidelines to Overcome Global Guidelines to Overcome Global Barriers to Communications: Barriers to Communications:
Believe there are differences until similarity is proven
Delay judgment of peoples’ behavior until you are sure you are being culturally sensitive
Put yourself in the receiver’s positionWhen in doubt, askFollow the other person’s lead and watch his or her
behavior
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Sending Messages Sending Messages
To transmit messages effectively, managers must state exactly:what they wanthow they want it donewhen they want it done
Before you send a message,you should carefully select the channelplan how you will send the message
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Goals of Communication Goals of Communication
Influence
Inform
Express Feelings
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Planning the Message Planning the Message
What is the goal of the message?Who should receive the message?How will you encode the message so that it
will be understood?When will the message be transmitted?
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The Message-Sending Process The Message-Sending Process Model Model
Step 1. Develop rapportStep 2. State the communication objectiveStep 3. Transmit the messageStep 4. Check understandingStep 5. Get a commitment and follow up
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Receiving MessagesReceiving Messages
Communication does not take place unless the message is received with mutual understanding
The message cannot be received accurately unless the receiver listens
Empathic listening – the ability to understand and relate to another’s situation and feelings
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Levels of Listening Levels of Listening
3. Projective3. ProjectiveThe receiver listens without evaluation to the full message,
attempting to understand the sender’s viewpoint.
2. Evaluation2. EvaluationThe receiver listens carefully until hearing something that is not accepted. Listening ends and the response to the incomplete
message is developed.
1. Marginal1. MarginalThe receiver
does not listen carefully. The message is not heard or understood
with mutual agreement
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Active Projective Listening TipsActive Projective Listening Tips (1 of 2) (1 of 2)
Listening 1. Pay attention 2. Avoid distractions 3. Stay tuned in 4. Do not assume and interrupt 5. Watch for nonverbal cues 6. Ask questions 7. Take notes 8. Convey meaning
Analyzing 9. Think10. Evaluate after listening11. Evaluate facts presented
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Active Projective Listening TipsActive Projective Listening Tips (2 of 2) (2 of 2)
Speaking 12. Paraphrase first13. Watch for nonverbal cues
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Feedback Feedback
Process of verifying messagesForms of feedback include:
questioningparaphrasingallowing comments and suggestions
Feedback when giving and receiving messages facilitates job performance
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360-Degree Feedback 360-Degree Feedback
Performance feedback method:downward from the supervisorlaterally from peers or coworkersupwards from subordinatesinwardly from the person getting the feedback
Customers and suppliers can also provide feedback on different aspects of performance
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Common Approach of Getting Common Approach of Getting Feedback Feedback
To send the entire messageFollowed by asking “Do you have any questions?”Feedback usually does not follow because people
have a tendency not to ask questions because:They feel ignorantThey are ignorantReceivers are reluctant to point out the sender’s
ignorance
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How to Get Feedback on Messages How to Get Feedback on Messages
Be open to feedbackBe aware of nonverbal communicationAsk questionsParaphrasing
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Response Styles Response Styles
AdvisingDivertingProbingReassuringReflecting
AdvisingDivertingProbingReassuringReflecting
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Response Styles: Response Styles: AdvisingAdvising
Advising responses provide evaluation, personal opinion, direction, or instructionsEmployees often come to the manager for advice
on how to do something or for the manager to make a decision
Appropriate use of advising responses:Giving advice is appropriate when you are directly
asked for it
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Response Styles: Response Styles: DivertingDiverting
Often called changing the subjectDiverting responses switch the focus of the
communication to a message of the receiverThe receiver becomes the sender of a different message
Appropriate use of diverting responses:When using the autocratic supervisory styleHelpful when used to share personal experiences of
feelings that are similar to those of the sender
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Response Styles: Response Styles: ProbingProbing
A probing response asks the sender to give more information about some aspect of the messageUseful to get a better understanding of the
situationAppropriate use of probing responses:
During the early stages of the message to ensure understanding
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Response Styles: Response Styles: ReassuringReassuring
A reassuring response is given to reduce the intensity of the emotions associated with the message
Appropriate use of reassuring responses:When the other person lacks confidenceEncouraging responses can help employees
develop
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Response Styles: Response Styles: ReflectingReflecting
The reflecting response paraphrases the message back to the sender to convey understanding and acceptanceUsed by the empathic projective listener
Appropriate use of reflecting responses:The empathic responder deals with content,
feelings, and the underlying meaning being expressed in the message