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PROFESSIONAL COMMUNICATION Project Management and Leadership – 2016
Changing priorities within organization – 40%
Inaccurate requirements – 38%
Change in project objectives – 35%
Undefined risks/opportunities – 30%
Poor communication – 30%
Undefined project goals – 30%
Inadequate sponsor support – 29%
Inadequate cost estimates – 29%
Inaccurate task time estimate – 27%
Resource dependency – 25%
Poor change management – 25%
Inadequate resource forecasting – 23%
http://www.pmi.org/~/media/PDF/learning/translations/2015/capture-value-project-management-uk.ashx (p.25) WH
Y D
O P
RO
JEC
TS F
AIL
?
the social process in which two or more parties exchange information and share meaning
COMMUNICATION
(mod. GRIFFIN 2014, p.295)
ORG
ANIZ
ATIO
NAL
CO
MM
UN
ICAT
ION
Achieving coordinated action is the prime purpose of communication in organizations.
ORGANIZATIONAL COMMUNICATION is realized through formal and informal networks.
(mod. GRIFFIN 2014, p.295) ORG
ANIZ
ATIO
NAL
CO
MM
UN
ICAT
ION
FORMAL COMMUNICATION
flows along the official paths prescribed by the organization’s chain of command and is shown by its organizational chart.
DOWNWARD
UPWARD
HORIZONTAL
(HAMILTON 2011, p.30) ORG
ANIZ
ATIO
NAL
CO
MM
UN
ICAT
ION
FORMAL NETWORKS ARE INEFFICIENT IN
Dealing with complex or detailed problems
Unanticipated communication needs
Exchanging information rapidly
Managing crises
Sharing personal information
(mod. HAMILTON 2011, p.33) ORG
ANIZ
ATIO
NAL
CO
MM
UN
ICAT
ION
IMPORTANCE OF GRAPEVINE (INFORMAL)
The type of information it carries indicates the organizational health
Information carried by the grapevine is 75 to 95% accurate
Information carried by the grapevine travels fast
People who regularly use the grapevine are more satisfied with their jobs and more committed to the organization
Effective managers use the grapevine
(HAMILTON 2011, p.33-34) ORG
ANIZ
ATIO
NAL
CO
MM
UN
ICAT
ION
THE COMMUNICATION NETWORK
(GRIFFIN 2014, p.308)
ORG
ANIZ
ATIO
NAL
CO
MM
UN
ICAT
ION
ROLES IN A COMMUNICATION NETWORK
GATEKEEPER
LIAISON
COSMOPOLITE
ISOLATE/
ISOLATED DYAD
(mod. GRIFFIN 2014, p.308)
ORG
ANIZ
ATIO
NAL
CO
MM
UN
ICAT
ION
A strategic position in the network allowing to control information moving in either direction through a channel
A bridge between groups, tying groups together and facilitating the flow needed to integrate group activities
links the organization to the external environment; may also be an opinion leader in the group
tend to work alone and to interact little with others
HIGHLIGHTS:
1. COMMUNICATION GIVES LIFE TO ORGANIZATIONAL STRUCTURE
2. INFORMAL COMMUNICATION IS NO LESS IMPORTANT THAN THE FORMAL ONE
3. POSITION IN THE COMMUNICATION NETWORK CAN GIVE YOU POWER
RANK KEY LEARNING AREA FREQ. %
1 Oral and written communication skills 25 13,7
1 Interpersonal skills 25 13,7
3 Financial/managerial accounting skills 22 12,1
4 Ability to think, be analytical, and make decisions 20 11,0
5 Strategic planning and goal setting 13 7,1
6 Motivation and commitment to the firm—giving “110 percent” 12 6,6
7 Understanding of economics 11 6,0
8 Management information systems and computer applications 9 4,9
8 Thorough knowledge of your business, culture, overall environment 9 4,9
8 Marketing concept (the customer is king) and skills 9 4,9
11 Integrity 7 3,8
11 Knowledge of yourself: setting career objectives 7 3,8
13 Leadership skills 6 3,3
13 Understanding of the functional areas of the business 6 3,3
15 Time management: setting priorities—work smart, not hard 1 0,5
(mod. CERTO & CERTO 2012, p.348)
> 50%
WH
AT S
KILL
S M
UST
CEO
s LE
AR
N?
COMMUNICATION
the relational process of creating and interpreting messages that elicit a response messages can be in any medium
creating: the communicator makes a conscious choice of message form and substance
interpreting: words and other symbols are polysemic—open to multiple interpretations
relational: is between two or more persons, affects the nature of the connections
elicits: if the message stimulates no reaction, it is not communication
(mod. GRIFFIN 2011, p.6-9)
INTE
RPES
RON
AL
COM
MU
NIC
ATI
ON
The INFORMATION TRANSFER model
SOURCE RECEIVER ENCODING DECODING MESSAGE
SOURCE RECEIVER ENCODING DECODING FEEDBACK MESSAGE
‘NOISE’
INTE
RPES
RON
AL
COM
MU
NIC
ATI
ON
THE TWO PURPOSES OF COMMUNICATION
1. INFORMATION
2. INFLUENCE
INTE
RPES
RON
AL
COM
MU
NIC
ATI
ON
1. ANALYZE the receiver
2. PLAN the approach (the goal, the channel, encoding, noises)
3. DELIVER the message
4. GET RESPONSE
TO COMMUNICATE EFFECTIVELY
(mod. CAMPBELL 2009, p.59)
INTE
RPES
RON
AL
COM
MU
NIC
ATI
ON
The sense of harmony, recognition and mutual acceptance
RAPPORT
existing between people when they are at ease with one another and where communication is occurring easily
INTE
RPES
RON
AL
COM
MU
NIC
ATI
ON
Ego suspension
Artificial time constraints
Slower rate of speech
Reciprocal altruism
Quid pro quo
Sympathy/assistance
Validation
Ask HOW, WHEN, and WHY questions
Accommodating nonverbals
TECHNIQUES FOR BUILDING QUICK RAPPORT
(mod. HADNAGY 2014, p.179-181)
INTE
RPES
RON
AL
COM
MU
NIC
ATI
ON
MOST CRITICAL to LEAST CRITICAL
PROBLEM/SOLUTION
BIG PICTURE/SMALL PICTURE
COMPARE/CONTRAST
TACTICS FOR INFORMATION DELIVERY
(based on CAMPBELL 2009, p.65)
INTE
RPES
RON
AL
COM
MU
NIC
ATI
ON
PRIMACY
EMOTION
FREQUENCY
RECENCY
PRINCIPLES OF INFORMATION DELIVERY
(based on CAMPBELL 2009, p.69-70)
INTE
RPES
RON
AL
COM
MU
NIC
ATI
ON
BARRIERS TO EFFECTIVE COMMUNICATION
ORGANIZATIONAL INDIVIDUAL
Information overload
Information distortion
Specialty area jargon
Time pressures
Cross-cultural barriers
Network breakdown
(HITT et al. 2011, pp.343-350)
Different perceptions (frames)
Semantic differences
Status differences
Consideration of self-interest
Personal space
Poor listening skills
HIGHLIGHTS:
4. COMMUNICATION SKILLS ARE ESSENTIAL FOR A LEADER/MANAGER
5. ANALYZE YOUR TARGETS – PLAN – DELIVER – GET RESPONSE
6. RAPPORT IS ESSENTIAL FOR INTERPERSONAL COMMUNICATION
PURPOSE
PREPARATION
PROCESS
PARTICIPATION
PROGRESS
THE 5Ps OF PRODUCTIVE MEETINGS
Plan, compose, revise clear, complete, concise messages
Personalize messages
Include a specific and complete subject line (eom)
Max. 4-5 lines in a paragraph; blank lines between paragraphs
Add attachments before composing a message
Use ‘high importance’ flags and CAPS sparingly
25% of all emails are open at 08-09 and 15-16
E-MAIL TIPS
PRESENTING TO PUBLIC
ANXIETY …is an evolution’s way of keeping us safe
OPTIMAL AROUSAL THEORY
SOCIAL FACILITATION THEORY
(YERKES & DODSON 1908)
(ZAJONC 1965)
PRES
ENTI
NG
TO
PU
BLIC
TO GET OPTIMUM TENSION
1. USE POSITIVE SELF-TALK
2. DO MENTAL SIMULATION
3. OVERLEARN
PRES
ENTI
NG
TO
PU
BLIC
1. THINK OF THE HEADLINES FIRST
1. Gather ideas
2. Sequence them
3. Prepare an OUTLINE
PRES
ENTI
NG
TO
PU
BLIC
2. TAKE INTO ACCOUNT OUR MIND’S ABILITIES
1. The ‘magical’ number is 4*
2. We can have 7-10 min of sustained attention
3. We have different learning styles
4. Pictures beat text
and abilities to see colour
*(COWAN 2010): http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2864034/
at font size ≥ 30
PRES
ENTI
NG
TO
PU
BLIC
3. USE STORIES
1. Facts give stories substance; stories give facts meaning
2. Stories engage listeners emotionally
3. Stories can be boiled down to ‘experiences’
4. Yet, stories are not a panacea
PRES
ENTI
NG
TO
PU
BLIC
4. PUBLIC SPEAKING IS A PERFORMANCE ART
1. Have a remote control
2. Practice x3
3. Dress up
4. Looking authentic takes time
PRES
ENTI
NG
TO
PU
BLIC
HIGHLIGHTS:
7. WORK ON YOUR COMMUNICATION SKILLS