Communication barriers

Damanjit Virk

BusinessCommunication

BusinessCommunication

Communication

www.wchsolutions.com

What is communication?

• What do you think communication is? How would you define it?

Take a few moments write down some of your thoughts…

What is communication?

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H What

When

Where

Why

Who

How

The Process of Communication

• Communication is a process that involves the transmission of meaningful information from one party to another through the use of shared symbols.

Communication from Latin verb “communicare” = make common , share, participate, impart .

It is successful when meaning is understood.

It is the basis of all interactions.


2. Communication

• Communication is defined as the interchange of thoughts or opinions through shared symbols; e.g. language, words, phrases, body language etc.

• Some synonyms of the word communication are: message, directive, word, contact, commerce, communion, intercommunication, intercourse, converse, exchange, interchange, conversing, discussing, talking, conversation, discussion, talk, advice, intelligence, news, tidings.

3.Communication

The art & technique of using words effectively by participants to impart

information or ideas or feelings through common language or means.

An active process which involves encoding, transmitting, and decoding the intended

message.

The Process of Communication

Facts – bits of information that can be objectively measured.

Feelings – an individual’s emotional responses to decisions.

Nature & Features

Nature: It is a 2 way exchange, inevitable, systemic, social, dynamic, continuous, involves transaction, spiraling process, contextual and skill based.

It’s nature conversational

It has 5 identifiable features Meaning based,conventional,appropriate,interactional and structured (macro and micro).

Seven Communication Myths

• We only communicate when we want to communicate

• Words mean the same to both the speaker and the listener

• We communicate chiefly with words• Nonverbal communication is passive communication• Communication is a one way street• The message we communicate is the message that

the listener receives• There is no such thing as too much information

Good communicators….

• Know what they want to say• Establish and maintain relationships• Understand others perspective• Active listeners• Understand and clarify messages


Four facets of communication

• Three are four facets in all types of communication:– Sender– Receiver– Information– Behavior

Sender-Receiver Model

• Sender: – initiates a thought/feeling– Encodes it into words– Transmits it

• Receiver:– Decodes the message– Assigns thought/feelings to a response– Encodes a response– Sends a message back


Four facets of communication• In any communication:

– The Sender is the person trying to communicate a message

– The Receiver is the person at whom the message is directed

– A message is sent to convey information– Information is meant to change behavior– Encoding: Changing the message from mental form to

symbols into words ,gestures, signs of visual/aural language.

– Decoding: Interpreting the symbols or words together with tone, attitude and choice of words.

The Communication Model

FeedbackNoise

NoiseCommunication Channel

Sender(encodes message)

Receiver(decodes message)

© 2004 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill

16 July 23, 2003

Two-way Communications :Process of sending and receiving information among people… Feedback makes it

complete.

SENDER RECEIVERDecoding-

Encoding of response(perceived meaning and interpretation)

Channel

Feedback

receiver sender

IDEA -E n co din g

Channel for message

The Communication Process: Feedback

• Feedback allows the sender to clarify the message if its true meaning is not received.

Two-way Communications – communication channels that provide for feedback.

One-way Communications – communication channels that provide no opportunity for feedback.



How do we communicate?

• Think of the many ways in which you communicate…

Take a few moments to write down some of your thoughts…

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What are the most common ways we communicate?: CHANNELS

Spoken Word

Written Word

Visual Images

Body Language


How we communicate

• We communicate and build interpersonal relationships through:– Speech – Writing– Listening– Non-verbal language– Music, art, and crafts

• (All above are Scope)

Types of CommunicationVERBAL NON

VERBAL

DialogueMonologueDiscussion

Body languageGestures PosturesFacial expression

Classification by numbers

• Intrapersonal• Interpersonal• Group• Mass

• Meta Communication: Choice of words unintentionally communicates meaning. Eg:”I have never seen you so smartly dressed”

• Paralinguistic/ Paralanguage :Tone

TOTAL VERBAL COMMUNICATION PROCESS

Reading16%

Writing9% Speaking

30%

Listening45%

Methods of Communication

Used Taught/Addressed

Listening 45% Least

Speaking 30%

Reading 16% Most

Writing 9%

Listening:

45% of Communication ---------------------- 25% Efficiency

80% of working day involves communication


Missed communication

As Purchasing ordered it.

As the Art Dept. designed it.

As the Supervisor implemented it.

As the Manager Requested it.

As Marketing wrote it up.

What the Employee really wanted!

70 % or all our communication efforts are:

misunderstood, misinterpreted, rejected, disliked, distorted, or not heard (in the same language, same

culture)!

Why do we Mis- Communicate?

• lack of Clarity

• Lack of vocabulary to express thoughts and feelings

• Lack of fluency

• Lack of listening ability


Why we communicate- Functions We communicate to:

1. Share our ideas and opinions2. Provide feedback to others3. Get information from others4. Gain power and influence5. Problem solving6. Decision making7. Facilitating change8. Develop social relationships, group building, gate keeping,

industrial relations.9. Management roles: Motivating, job instructions, performance

feedback, controlling, ensuring effectiveness etc.10. Maintain self-expression and our culture11. Spreading rumours or grapevine12. Emote

Methods of Communication

Used Taught/Addressed

Listening 45% Least

Speaking 30%

Reading 16% Most

Writing 9%

Listening:

45% of Communication ---------------------- 25% Efficiency

80% of working day involves communication

Evaluation of Communication Effectiveness

Fidelity-Distortion free quality of a message.Economy-Minimum of energy, time, symbols and

cues used encode to maintain fidelity & impact.Congruence-of verbal and NVCInfluence -of sender over receiver, comfort &

efficiencyRelationship Building – trust.

Purpose & Scope

Purpose

• Inform• Persuade• Educate• Train• Motivate• Integrate• Relate• Entertain

Scope includesScope is unlimited• Verbal & Non verbal;• Interpersonal, Intrapersonal

& Mass; • Human Communication;• Reading, writing, speaking

and listening.• and build interpersonal

relationships .• Music, art, and crafts

Why Managers need Communication skills?

6 Important Functions of Management: Forecasting, Planning, Organizing, Instructing, Coordinating, Controlling.

Managers need to perform 3 inter-related roles:• Interpersonal• Informational• Decisional

Communicating With Employers

– Follow-up– Email– Phone/Voice Mail– Cell Phones– Face to Face

You can get through life with bad manners,

but it's easier with good manners.

--- Lillian Gish


Choosing your medium

• To determine the best medium for your message determine:

– What you as the sender need to achieve– What the receiver needs to know. What the

receiver wants to know– How detailed, important, and or personal the

information in the message is– Which behavior you want to influence and how

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All messages do not reach the receiver due to “distortion”

Sender Receiver

Feedback

Distortion

The Communication Process: Feedback

• Feedback allows the sender to clarify the message if its true meaning is not received.

Two-way Communications – communication channels that provide for feedback.

One-way Communications – communication channels that provide no opportunity for feedback.


38 July 23, 2003

Two-way Communications :Process of sending and receiving information to people… Feedback makes it complete.

SENDER RECEIVERDecoding-

Encoding of response(perceived meaning and interpretation)

Channel

Feedback

receiver sender

IDEA -E n co din g

Channel for message

Constructive Feedback

• Focus your feedback on specific behaviors .• Keep personality traits out of your feedback by

focusing on what rather than who.• Investigate whether the employee had control over

the results before giving feedback about unsuccessful behaviors.

• Feedback should be given as soon as possible.• Ensure privacy when giving feedback about negative

behaviors.


4 Main Functions of Communication

Information

Control

Motivation

Emotional

expression and

Interdependence

Communication

Scope of Communication in Management

External Dimension• Building relationships with

external agencies and stakeholders.

• Establish a healthy external organizational climate of trust, cooperation, collaboration, innovation and commitment.

• Advertising, publicity and public relation functions create public image and goodwill.

Internal Dimension

• Formulating corporate vision, laying down policy objectives, implementation to achieve goals.

• Proper understanding of policies in their right spirit.

• Obtaining co operations and for Communications within and between functional depts.

• Public relations• Job related instructions,

suggestions , advice and orders.

Communication styles

1. Declaration 2. Interrogation3. Imperative –Request, Command, Exclamation• Choose –Affirmative or Negative• Specific well Defined, Clear, Explicit, Closed• General, Vague, Ambiguous• Syntax –Humor, surprise, matter of fact, empathy• Use power words –Avoid problem words

Assertive Communication Skills

• Assertive communication skills—communicate in ways that meet one’s own needs while at the same time respecting the needs and rights of others

• Several less effective styles people tend to use because they are indirect or not mindful of needs: Passive communication – an individual does not let others know

directly what he or she wants or needs. Aggressive communication – a forceful approach that expresses

dominance or anger. Passive-aggressive communication – avoids giving direct

responses but rather tries to “get even” with others.


Skills for Managing Communication

Presentation Skills

Nonverbal Communication Skills

Listening Skills


Assertive Communication Skills

Organisational Structure

• Organisational Structure gives rise to directions and flow of Information

Two CHANNELS: Formal and InformalIn downward flow effectiveness reduces to 20%

Dimensions or Patterns of Formal Organizational Communications

Downward Communication

Upward Communication- Participative

Performance, market info .financials, grievance, appeals, reports, suggestions

Horizontal Communication

Functional managers of same level reporting to same person, have common goals,

coordination mandatory


Three types of Formal Organizational communication

• Upward, Downward, Lateral– Linking-pins

– Ombudsperson- Swedish for commissioner to investigate public grievances against officials but now

important way of promoting upward communication in American cos like GE,

AT&T

Formal Communication.

Advantages• Helps Maintain Authority and fix

responsibility• Better coordination,

understanding and cooperation.• Bias and preferences do not

effect, no leakage of info.• No overlap, reliable. • Memos letters etc. facilitate

smooth functioning, follow up and compliance.

• Maintains respect and Protocol of Org. structure

Disadvantages• Time consuming• No emotional or social

bonds are established.• Inhibits free flow of

information and hi end may not know of vital info.

Downward: AuthoritarianFeedback is tough, dilution, filtered, withheld,

distorted, time consuming,

Written• Instructions• Memoranda• Letters• Handbooks• Policy statements• Procedures• Electronic displays

Oral• Instructions• Speeches• Meetings• Telephone• others


Choosing your medium

• Depending upon the situation, one method of communication may be better than another. 1. In person: one-to-one2. In person: meetings, small groups3. In person: presentations, large groupsI. LetterII. MemoIII. NoteIV. EmailV. Voice mail


Choosing your medium?

• How would you communicate…?– an organizational change in your unit– the introduction of a new employee– a change in someone’s job duties– a reprimand– notice of a meeting



Ans: Choosing your medium

• The best way to communicate…– an organizational change in your unit by memo and

small group meetings– the introduction of a new employee by group

and one-on-one meetings– a change in someone’s job duties by memo and

one-on-one meeting– a reprimand in a one-on-one private meeting– notice of a meeting by memo and email

Managing Organizational Communications

Face-to-Face Communication

Written Communication

Electronic Communication

Informal Communication


Communication Channels Ranked by Information Richness

Richest Channel Leanest Channel

Physical presence (face-to-face, meetings)

Interactive channels (telephone, electronic media, voice mail, e-mail)

Personal static channels (memos, letters, reports tailored to receiver)

Impersonal static channels (fliers, bulletins, generalized reports)

Best for non-routine, ambiguous, difficult messages

Best for routine, clear, simple messages


Grapevine• Phenomenon, informal, spontaneous, happens every where

people get together.-Flows down water coolers, hallways, lunch rooms.

More prevalent when:• Uncertain times or difficult periods.• Inadequacy or lack confidence, formation of groups.• Formation of coterie or favorite groups by managers, leading

to insecurity or isolation.• Exists as Chains: • Straight(A>B>C …By selection), • Gossip (non office for everyone),• Probability (random/indifferent selection of listener for

interesting but insignificant matter)• Cluster Chains (A to selected individuals and they to other

selected).

Grapevine

Merits• Speedy Transmission- planted

under guise of confidential or top secret or between you and me.

• Feedback on policies and pulse of organization.

• Support other channels of comm. as a parallel.

• Psychological strength, satisfaction, solidarity of workers and maintains social entity of the organization

Demerits• Undependable, not creditable,

can be contradictory.• Incomplete and distortion of

information.• Premature leakage of

information• Can cast aspersions on

motives, any kind of stories about responsible people.

• Can tarnish the image of the company.

Informal Communication• Also called the grapevine – informal communication that

takes place at the workplace. can be about promotions and other personnel decisions can be about company events (new products, downsizing)must be managed so that negative rumors do not hurt

morale

• Management by Wandering Around (MBWA) – dropping in unannounced for spontaneous conversations

builds levels of truststops harmful rumors


Effective Use of Informal comm. by manager

• Tactfully well informed• Enhance self worth of employees• Open door policy, healthy upward

communication.• Identify leaders and get feedback.• Discourage rumor mongering, small talk and

character assassination etc.

FACTOID

The average employee receives about 190 communications a day by paper,

voicemail, email, phone, etc.

from a Pitney-Bowes survey

(90% time spent by high level, 65% by middle and 25% by supervisors)

TYPES OF COMMUNICATION

ORAL• FACE-TO-FACE• MEETINGS• INTERVIEWS• GRAPEWINE • TELEPHONE

(VOICEMAIL)

WRITTEN

……………………..

• ELECTRONIC

NON VERBAL

Oral Communication

3 Principles used are: accuracy, brevity, clarity

Speaking

• Speaking requires. . .

– concentration and energy

– sharp focus

– logical thinking

– clear phrasing

– crisp delivery

Styles of verbal communicationSuccessful Organizations must learn two distinctly different

styles of communication.• Monologue• Dialogue• Skillful Discussion• Arguments – Avoid, rather motivate or discuss• Conversation - Popular• Grapevine• Interview – Critical and complex approach

• Communication follows PATTERNS: like wheel, Y, circle, all channel, nets, kite, slash etc. depending on the hierarchy

Skillful discussion Vs Dialogue

Discussion

• The team intends to come to closure

• Make a decision• Reach agreement• Identify priorities• Focuses on task such

as agendas, priorities, assignments.

Dialogue

• Intention is exploration• Discovery• Insight• May reach an agreement, but that is not the intent of the communication.

Features :Oral Communication

Instantaneous 2 way process, used in daily life, involves 2, conversational nature, cannot be erased but has no record, used for all interactions and relationships.

Essentially used for:For groups: Persuasion, Negotiation, Meetings, Lectures/

Speeches, presentations, Seminars, conferences, workshops etc.

For Individuals: Interviews, Telephone, Grapevine, Face to face.

Only way out during Emergency.

FACE-TO-FACE

Most people prefer to get information face-to-face, especially from their immediate supervisor

The Benefits (face-to-face)

• Is as important as the written word• Helps to build good working relationships with colleagues.• Economical wrt men and material resources.• Immediate and having more impact.• Used during emergencies.

• Opens two-way communication, Tool for persuasion and group communication.

• Allows for immediate response to questions, misinterpretations, feedback, evaluation etc.

• Takes advantage of voice and body language

The Challenges (face-to-face)• Use in-person communication when you have

to share information that will affect the audience

• Use for performance evaluations and feedback

• Use when the information being communicated needs immediate attention

• Be prepared to answer questions directly and immediately

Disadvantages

• Face to face spoken communication, however, leaves no record of what has been said, hence not legal.

• Gets distorted while in chain of travel.• Possibility of misunderstanding.• Unsuitable for long messages.• Unsuitable for spread pout groups.• Difficulty to assign responsibility and

accountability.

The Do’s and Don’ts (face-to-face)

• DO -- give people your undivided attention -- listen, really listen, give full attention

• DO -- give people honest, direct and comprehensive information

• DO -- treat people’s ideas and concerns as critical and serious - EMPOWER THEM

Face-to-Face cont…..

• DON’T -- tell people “what”, tell them “why, how, and the larger picture”

• DON’T -- make the conversation one-way. Invite responses -- discuss and debate

• DON’T -- answer the phone or take a call when someone is in your office

Face-to-Face cont...

• DON’T -- wait too long to ask for (or to give) feedback, gather information immediately

• DON’T -- hold back bad news. Treat people as intelligent adults, they want to hear the truth

Communication is not over when you finish delivering

your message

STOPS = Stop before u start talking

T = Think think what u want to

speak

O = Organize Organize your thoughts

P = Proceed Proceed to talk

TIPS FOR EFFECTIVE ORAL COMMUNICATION

•Regulate your pace of talking, Modulate your voice, Use intonation, Maintain eye contact, Use facial expression,

Be confident, Be sincere and honest•Consider the objective, think about interest of the receiver, use wit or pleasantries, give full facts, be

descriptive not evaluative. Develop the conversation.•Learn to Listen and not hear, Take short pauses, Think

before u talk, Be polite in tone, Avoid disagreement.•Use wide range of vocabulary, Don’t be repetitive,

vague.•Understand & respect your audience/the person•Learn to read & understand non verbal language

•Keep it short, precise & simple, Summarize

Barriers

All communication methods are important in training but our emphasis will be upon the spoken

word... since

70 % or all our communication efforts are:

misunderstood, misinterpreted, rejected, disliked, distorted, or not heard (in the same language, same

culture)!


Barriers to communication

• What are barriers to communication that exist in any work setting?


The Communication Process

FeedbackNoise

NoiseCommunication Channel

Sender(encodes message)

Receiver(decodes message)

The Communication Process:Barriers to Effective Communication

• Barriers can disrupt the accurate transmission of information.

• These barriers take different forms: Sender barrier:Encoding barrierCommunication channel barrierNoise barrier

Receiver barrier:Decoding barrier Feedback barrierPerception barrier


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What causes distortion or the barriers to understanding/listening?

• Semantics(expressions/transmission of meaning), Perceptions

Language, Inflections.• Cross cultural, Geographical• Individual: Preconceived

notions/expectations, Psycho-sociological, Personal Interests

• Interpersonal: Emotions, Relationship

• Physical: Media, Environment – noise• Technological• Organisational• Wordiness• Attention span• Physical hearing problem• Speed of thought

Barriers to Effective CommunicationPsycho- sociological

• Misinterpretation :Style, choice of words, humour, brevity, credibility, charisma and language.

• Evaluation of sender• Projection, Stereotyping• Arrogance and superiority• Defensiveness• Unmanaged stress• Corporate culture, Status• Selective perception• Halo Effect• Fears-Reluctance to confront

– Ridicule, rejection, fear of being wrong

• Inarticulateness• Hidden agendas• Status• Environment, Health• Emotions• Differences in backgrounds• Poor timing• Personality conflicts• Assumptions• Authority relationships• Filtering

Barriers of Organizational Communications

• Communications in organizations can be complex.

• Possible organizational barriers to communication includes:Differences in employee status and powerDiversity, Differences in interestsCulture and climate, Rules and regulations Complex Organizational structure Lack of facilities and opportunity Lack of Cooperation.



Barriers to communication• Some common barriers to Interpersonal

communication include:– Unclear process: The receiver and sender may not share

the same language, slang, jargon, vocabulary, symbols

– Chain of command: There may be too many layers that a message passes through between sender and receiver

– Large size of an organization, geographic distance: Large numbers of receivers require good message sending methods

– Personal limitations: Physical and mental disabilities, and differences in intelligence and education may interfere with mutual understanding


Barriers to communication

• Additional common barriers to interpersonal communication include:

• Coming from Superiors:

– Human nature: Peoples’ egos, prejudices, and traditions can get in the way, lack of trust, consideration for needs and time for subordinates.

– Conflicting feelings, goals, opinions: If people feel on opposite sides of an issue they may not share

– Power: The idea that knowledge is power can lead to information hoarding, retaining authority, fear of losing control.

– Bypassing or Overloading Information.

Common barriers to interpersonal communication

Coming from Subordinates: lack of proper channelLack of InterestLack of trust Lack of cooperationPoor relationship with seniorsFear of Penalty

Cross –Cultural/ Geographical Barriers

• National character/ personality• Language and Culture • Values and Norms• Social relationships• Concept of Time & Space• Non Verbal Communication• Perception

Physical/ Channel Barriers

• Noise• Environment: External Transreceivers, no. of

links in the chain, Circumstances.• Physical factors: light, temp, ergonomics,

numbers, distance, voice & visual quality• Defects or Disruptions in the medium

Technical aspect of Barriers

1. Communication usually fails (Murphy’s Laws)2. If message can be understood , it be in the

most harmful way.3. Filtering: Sending info. not objectively but to

be received favorably; more vertical levels of hierarchy filter information

4. Meta communication: msg apart from the msg. Exists in people’s minds.

5. Noise: Mechanical distraction

Barriers in Communication(that have to do with the COMMUNICATOR)

• Unwillingness to say things differently• Unwillingness to relate to others differently• Unwillingness to learn new approaches• Lack of Self-Confidence• Lack of Enthusiasm• Voice quality• Prejudice

Barriers in Communication(that have to do with the COMMUNICATOR)

• Disagreement between verbal and non-verbal messages

• Negative Self Image• Lack of Feedback• Lack of Motivation and Training• Language and Vocabulary Level• Lack of Self Awareness

Barriers in Communication(that have to do with the RECEIVER)

• Selective Perception• Unwillingness to Change• Lack of Interest in the Topic/Subject• Prejudice & Belief System• Rebuttal Instincts• Personal Value System• Here-and-Now internal & external factors

External Barriers in Communication

• Environment – The venue– The effect of noise– Temperature in the room

• Other People – Status, Education• Time

Overcoming Barriers• Sender should be clear of Ws and Hs.• Receiver should be attentive, listen actively, clarify, question

and be empathetic• Together they should listen , share and be alert to avoid the

inevitable miscomm.• They must foster relationships between seniors and

subordinates.• Purposeful, focused and precise, accurate, clarity• Avoid Jargons and technical language• Give right feedback, build proper channels of comm.• Flat org. structure, division of labour, avoid overload• Minimize Semantic barriers, not use jargons or unfamiliar

expressions

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Listening…the other side of communication

Messages must be received as well as sent.

A good question to ask yourself is, are you really listening or simply waiting for your turn to talk?

If you are thinking about your reply before the other person has finished, then you are not listening!

Too many people see communication as merely speaking.


The power of listening

The philosopher Epictetus stressed the power of listening in this quote:

“Nature gave us one tongue and two ears so we could hear twice as much as we speak.”


Listen actively

• Prepare to listen by focusing on the speaker• Select a mode: Careful, attentive, skimming• Concentrate and match your thought with ROS• Control and eliminate distractions so that you can focus

on the message. Don’t do anything else (writing, reading, email) but listen: anticipate, focus, review.

• Establish appropriate eye contact to show interest, interpret symbols and signs. Listen for sign posts.

• See listening as an opportunity to get information, share another’s views, and broaden your own knowledge


Listen actively

• Create a need to listen by thinking about what you can learn from the speaker

• Set aside the time to listen so that you won’t feel rushed or become distracted by other responsibilities

• Don’t prejudge the message based on who is delivering it. Focus instead on the content of the message. Don’t evaluate.

• Monitor the way you listen by asking yourself questions such as “Did I really pay attention or was I thinking about what I was going to say next”? “Was there information I missed because I allowed myself to become distracted”?

Note taking

• Write informal outline format, main points and leave space for sub points.

• Note aids to be ready, match up with speaker• Use underlining of main ideas, use symbols and short forms.• Always record definitions, unfamiliar concepts and vocab.• Ask questions to clarify concepts.• Write only important points , not details, use telegraphic

lang., abbreviations.• Polishing: fill in missed points after the speech.• Review notes – understandable, make notes for reference

work , in the margins; use highlights.

5 Basic reasons we Do Not Listen

• Listening is Hard Work• Competition• The Rush for Action• Speed differences (120 wpm v/s 360 wpm)• Lack of Training

Barriers • Perceptual barriers: Frames of reference, experience and

expectations, relationship with speaker, Selection for profits, reject criticism. Psychological, sociological.

• Speaker related- speed, clarity, P, p, p mannerisms, unfamiliar expressions.

• Listener related- Rejection, ‘I Know it all’, mental state, interest in appearance, purpose unclear.

• Misunderstanding NVC , or overuse.• Environmental: chatting with next person, time, light, noise,

discomfort etc.• Faking attention, making it passive. Listening only for facts.

Yielding easily to distractions.• Rates of speaking and listening, thought.

4 Levels of Listening

• The Non-Listener• The Marginal Listener• The Evaluative Listener• The Active Listener: Listening for Retention

Personal Characteristics: sex, verbosity, intelligence, scholarly excellence, motivation, organisational structure and environment.

4 Types of Listening

• Discriminative• Evaluative• Appreciative• Empathetic• Faulty listening: Pseudo listening, selective,

self centered, insulated, defensive, fill-in, reconstructive based on prior experience.

Guidelines for Active Listening

• Do create a supportive atmosphere.

• Do listen for feelings as well as words.

• Do note cues.• Do occasionally test for

understanding.• Do demonstrate acceptance and

understanding.• Do ask exploratory, open-ended

questions.

• Do create a supportive atmosphere.

• Do listen for feelings as well as words.

• Do note cues.• Do occasionally test for

understanding.• Do demonstrate acceptance and

understanding.• Do ask exploratory, open-ended

questions.

• Don’t try to change the other’s views.

• Don’t solve the problem for the speaker.

• Don’t give advice.• Don’t pass judgment.• Don’t explain or interpret others’

behavior.• Don’t give false reassurances.• Don’t attack if the speaker is

hostile.• Don’t ask “why” the feelings.

• Don’t try to change the other’s views.

• Don’t solve the problem for the speaker.

• Don’t give advice.• Don’t pass judgment.• Don’t explain or interpret others’

behavior.• Don’t give false reassurances.• Don’t attack if the speaker is

hostile.• Don’t ask “why” the feelings.


Listening Skills

• Help create understanding between both parties• Are an active rather than passive activity• Use of nonverbal indicators, like eye contact, tone

of voice, or touch • Are an invaluable skill for managers


Applications of Management Perspectives—For the Manager

• Use your listening skills when dealing with an employee who has an issue that is emotional in nature.

• Try to understand the issue from the employee’s perspective.

• If it is necessary to give negative feedback, make sure that the behavior being criticized is one the employee is able to control.


Improving Listening Skills

• By not being Preoccupied• Being Open Minded & Non Defensive• Minimizing Interruptions• Effective Listening is: Hearing, interpreting

when necessary, understanding the message and relating to it.

• By Asking Questions

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How can we improve our listening skills?Eliminate distractionsConcentrate(stop talking)Focus on the speaker (put him at ease)Maintain an open mindLook for nonverbal cuesDo not react to emotive words/prepare answers or retorts while listeningAsk questionsSit so you can see & hearAvoid prejudices, be empatheticTake notesAsk for clarificationGo easy on arguments/criticismSilence promotes listening

Silence as Communication-Is Multi-Pronged communication

• If you cannot understand a mans words how will you understand his Silence.

• Silence by nature communicates.• Deftly used to communicate.• “Silence is half consent”• Communicates, yes, no, disinterest,• Suppression of emotion/excitement – interpreted by body

language / attitude.• Collective silence, working in silence- satisfaction• Silence in meetings – mentally absent, Interview- ignorance,

Audience - Interest and discipline.• “Silence Please”

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How can we improve our listening & Communication skills ?

How can we improve our listening & Communication skills ?

PARAPHRASING

Restating what another has said in your own

words

PARAPHRASING

Restating what another has said in your own

words

SUMMARIZING

Pulling together the main points of a

speaker

SUMMARIZING

Pulling together the main points of a

speaker

QUESTIONING

Challenging participants to tackle & solve

problems

QUESTIONING

Challenging participants to tackle & solve

problems

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Paraphrasing…try it out!

Paraphrasing is simply restating what another person has said in your own words.

The best way to paraphrase is to listen carefully to what the other person is saying.

Paraphrase often so you develop the habit of doing so.

Practice some of the following techniques on your colleagues.

Use initial phrases such as:

In other words…

I gather that…

If I understand what you are saying…

What I hear you saying is…

Pardon my interruption, but let me see if I understand you correctly…

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Summarizing…try it out!

Summarizing pulls important ideas, facts or data together to establish a basis for further discussion and/or review progress.

The person summarizing must listen carefully in order to organize the information systematically.

It is useful for emphasizing key points.

Try out these summarizing phrases:

“If I understand you correctly,your main concerns are…”

“These seem to be the key ideas you have expressed…”

113 July 23, 2003

Questioning…a critical facilitation skill

1. Closed questions

generally result in short yes/no or other one word answers. They should be used only when you want precise, quick answers. Otherwise, they inhibit thought.

2. Open-ended questions

invite an actual explanation for a response. Questions that begin with “how”, “what” and “why” are typical.

There are two basic types of questions:

114 July 23, 2003

Practice your questioning skills…

Rephrase the following closed questions to make them open-ended:

1. Are you feeling tired now?2. Isn’t today a nice day?3. Was the last activity useful?4. Is there anything bothering you?5. So everything is fine, then?

(Compare your answers with those in the notes below)


That’s a good question!

• Close end questions limit the answer to yes or no• Open end questions allow the responder total freedom in

answering• Direct questions ask for specific information; limit

answers to brief fact statements• Probing questions follow up other questions to solicit

additional information• Hypothetical questions present a theoretical situation to

which receiver responds

See examples of each on the next slide…


Good question - examples

Close end question“Did you attend the staff meeting this morning”?

Open end question “What was discussed at the staff meeting this morning”?

Direct question“Which topics were listed on the meeting agenda”?

Probing question“Can you tell me more about the first agenda topic”?.

Hypothetical question“What would you have done, if you had not had the chance to

present your idea at the meeting”?

117 July 23, 2003

Other questioning techniques include:

Direct questions: asked of a particular individual – allows you to initiate control – good for re-directing discussion from excessive talkers.

Return questions: puts the question back to the questioner or group – “What do you think about that?”

General overview questions: used to initiate a discussion or set up a thoughtful exercise – “How would you respond to the situation?”

Hypothetical questions: tests the responder’s problem-solving ability by posing a hypothetical situation – “If you had an unlimited budget, what would you fund?”

118 July 23, 2003

Other helpful techniques to foster communication (both verbal and non-verbal)…

Maintain eyecontact

Make encouragingstatements

Nod Your Head

Keep an openbody position

Repeat a sentenceor part of one

Repeat the lastword or two of the

prior speaker

119 July 23, 2003

Write down three things you want to do to improve your communication skills…

and practice them prior to your next training event

Ask yourself…

• Which of the skills covered in this module was most useful as you think about conducting a training event?

• Which was the easiest to employ?

• Which was the most difficult for you?

Reading skills

• Careful Reading:50-350 words/min.for accuracy, analysis, problem solving, proof-reading. Stays in memory for long.

• Rapid:300-600, light content, no conceptual burden.

• Skimming: up to 1500 words/min, eyes go over the words, skipping the details. Grasp main ideas or review. Less time.

• Scanning: Fastest, upto 3000, specifically search for some info. Requires focus of attention.

Reading

• Reading should enhance comprehension, speed should not compromise.

• Reading Efficiency= Speed x Comprehension• Retention is independent of Reading.• Depends on education, mental and physical

capability, interest and practice• Can be improved by……...• What is Executive reading? SQ3R Technique?

7 C’s of effective Communication

1. Courtesy and Consideration: Diplomacy, Tact and Appreciation go a long way in the business world.

• You Vs I attitude.• Interest in receiver, emphasize his benefits, positives

and pleasant facts.• Be sincere, tactful, thoughtful, appreciative.• Use expressions of respect and are non-discriminatory.• Positives(Benefit, happy ,help, pleasure, thoughtful,

loyal, generous etc.) Vs Negative words (problem, blame, unfair, fault, failed, neglect, reject, trouble etc.)

2.Clarity

• Mind of Sender> Transmission> Receiver• Simple, precise and familiar words.• Limit sentence to average of 20 words.• One idea per sentence.• Main idea should occur early in word order.

3. Correctness

• Level of knowledge, education and status of coder and decoder are important.

• Use right level of language, formal or informal, not substandard.

• Check accuracy of words, facts and figures.• Maintain acceptable writing mechanics:

grammar, punctuation and spelling etc.

4. Concreteness

• Specific, definite, factual and vivid Vs vague and general.

• Used Denotative ( direct, explicit) Vs Connotative(ideas, notions).

• Use action verbs (will consider), active voice.• Choose vivid image building(Spark Plug).• Facts and figs.(50%) Help decipher and

understand more correctly, the way it was intended.

5. Credibility

• Long drawn out process, build over time, after constant interaction.

• Receiver has trust and security and feels his interests and safeguarded.

6. Completeness and Consistency

• Provide all info.: 5Ws• Answer all questions, • Give something extra when desired. Eg: Tariffs

of rooms• Difference in perceptions and background may

hinder so eye contact and body attitude maybe used to completely interpret.

7. Conciseness

• Saying it in the fewest possible words. Briefly.• Eliminate wordy expressions: single word substitutes

vs phrases, long conventional statements vs concise versions (American )

• Include only relevant material, stick to purpose, avoid rambling, omit obvious info. Avoid long, unnecessary explanations, excessive adjectives.

• Highlight the important point tactfully and concisely.• Avoid repetition: use pronouns, substitutes etc

4 S’s of communication

• Shortness: brief Vs Verbose• Simplicity: Concepts and terminology• Strength: Credibility• Sincerity: Deceit will sabotage future

relationship prospects.

•NVC

Nonverbal Communication Skills: Instinctive, subtle, complimentary to verbal, extensive

• Nonverbal communication is for messages with emotional content.

• Dimensions : 55% NVC, 7% Words Body movements and gestures Eye contact Touch Facial expressions Physical distance Tone of voice :38%, A cry of agony is more powerful than a tale of woe.

Nonverbal Communication

• Silence is golden; Smile is a diamond• Eye contact-Trust and goodwill • One ounce of image = one pound of appearance • Facial Expression –Stern, busy, confused• Body language –Confident, nervous, aggressive • Nonverbal communication, known as “body

language” sends strong positive and negative signals.

Non verbal communication

• 93% of all Comm.. is non verbal

• Eye contact• Facial expressions• Body language• Tone of voice• Emphasis• Deliberate silence• Timing• Appearance• Touch• Hand movements

COMMUNICATION

• 7% WORDS– Words are only labels and the listeners put their

own interpretation on speakers words• 38% PARALINGUISTIC

– The way in which something is said - the accent, tone and voice modulation is important to the listener.

• 55% BODY LANGUAGE– What a speaker looks like while delivering a

message affects the listener’s understanding most.


• Body Language –Friendly, confident ,lazy etc • Attitude – Sincerity,Success,self esteem • Empathy –Show interest, feel ,comfort• Grooming –Neat, proper, simple (no

distraction) Smart, Attention to detail, color sense etc.

• Gestures –Synchronous, fine tune, avoid irrelevant movements


• Body Language –Friendly, confident ,lazy etc • Attitude – Sincerity, Success, self esteem • Empathy –Show interest, feel ,comfort• Grooming –Neat, proper, simple (no

distraction) Smart, Attention to detail, color sense etc.

• Gestures –Synchronous, fine tune, avoid irrelevant movements—Positive Vs Negative.

TYPES OF BODY LANGUAGERemember that you are dealing with “PEOPLE”

(P)OSTURES & GESTURESHow do you use hand gestures? Stance?

(E)YE CONTACTHow’s your “Lighthouse”?

(O)RIENTATIONHow do you position yourself?

(P)RESENTATIONHow do you deliver your message?

(L)OOKSAre your looks, appearance, dress important?

(E)PRESSIONS OF EMOTIONAre you using facial expressions to express emotion?


Body language includes…

• Face• Figure• Focus• Territory • Tone • Time

Each of these is described in the following slides…


Body language - face

• Face includes:– Your expressions– Your smile or lack thereof– Tilt of the head; e.g., if your head is tilted to

one side, it usually indicates you are interested in what someone is saying

What message are you sending if someone is presenting a new idea and you are frowning?


Body language - figure

• Figure includes: : thin , youthful , tall and Endomorphs: fat, round and soft. Meso: Strong, athletic muscular bony.– Your posture– Your demeanor and gestures– Your clothes and accessories such as jewelry.– Appearance, Dress sense, grooming

What message are you sending if you are dressed casually at an important meeting?


Body language - focus

• Focus is your eye contact with others• The perception of eye contact differs by culture.

For most Americans…– Staring makes other people uncomfortable– Lack of eye contact can make you appear weak or not

trustworthy– Glasses may interfere or enhance eye contact

What message are you sending if you are looking at other things and people in a room when someone is speaking to you?


Body language - territory

• Territory focuses on how you use space. It is also called proxemics.

• The perception of territory differs by culture. Most Americans are comfortable with an individual space that is about an arm’s length in diameter

What message are you sending if you keep moving closer to a person who is backing away from you?


Body language - tone

• Tone is a factor of your voice– Pitch is the highness or lowness of voice– Volume is how loud your voice is– Emphasis is your inflection

What message are you sending if during a disagreement you start speaking very loudly?


Body language - time

• Time focuses on how you use time. It is also called chronemics.– Pace is how quickly you speak– Response is how quickly you move– Punctuality is your timeliness

What message are you sending if you are consistently late for meetings?

Classification

• Kinesics• Proxemics –Feature fixed, semi feature fixed, Personal

space –Zones.• Chronemics• Paralinguistic: way of use of voice/tone, Voice- Pitch,

Volume, Pronunciation, Pause, Pace, Fluency, word stress.

• Sign Language : Depictions, Maps, blue prints, pictures, traffic lights, rood signs, posters etc.


Ideas to walk away with…

• People are always communicating• The meaning intended by the sender is

never exactly the message gotten by the receiver

• We can help to overcome barriers to communication by being aware of them

• Verbal and non-verbal communication is important in sending our messages

Interpreting Body Language

• People who are willing to listen• People who are showing friendliness• People who are anxious to interrupt• People who feel frustrated or rejected• People who feel threatened• People who feel superior• People who do not wish to communicate

People who are willing to listen

• Look directly at you• Sit with their body forward• Lean forward when standing• Rest their chin on the palm of their hands• Nod in agreement with what is being said• Interject with supportive comments such as

‘Yes ! I see’ or ‘That’s right’

People who are showing friendliness

• Smile• Use strong eye contact• Have a static body posture• Stand or sit with open, unfolded arms and legs, facing you• Use non threatening gestures such as handshakes, pats on

the backs or arms• Initiate and maintain conversation• Use humour in speech• Are polite and courteous to you

People who are anxious to interrupt

• Excited• Look directly and intently at you• Shift their posture while sitting• Move while standing• Rapidly move / vibrate their legs• Try to come closer to you if possible

People who are Frustrated or rejected

• Feel tensed, become red in the face• Use aggressive, downward hand gestures• Hit the table or desk top with a hand• Move to and fro rapidly in the room• Get withdrawn from the conversation OR raise

the tone of their voice• Look down and put their hands on their forehead

Information Sharing

• Giving Information • Getting Information


Sharing your ideas

• Why and when is it necessary to share your ideas?



Share your ideas to…

• State an opinion or position• Give instructions or directions • Announce a change• Make presentations• Participate in meetings• Give information in emergencies • Communicate the organizational mission, vision,

and values• and other ideas you may have thought of


Obstacles to sharing ideas

• What can make sharing ideas difficult?



Obstacles to sharing ideas…

• Your own shyness• Fear of rejection• Peer pressure• Unorganized thinking• Others possibly becoming defensive• Physical disabilities (impaired sight, hearing, speech)

• Having to deal with aggressive people• and others you may have thought of


Speak for yourself…

• To ensure your messages are clear, speak for yourself, not for others:– Speaking for yourself sounds like:

• I, me, my…• I think, I feel, I want to know that…

– Speaking for no one sounds like:• It, some people, everyone, they decided…

– Speaking for others sounds like:• We, you, John, Mary said…


SHARE your ideas – a model

• State the main point of your message • Highlight other important points • Assure the receiver’s understanding • React to how the receiver responds • Emphasize/summarize your main ideas


SHARE – an example

State the main point of your message“I’d like to talk to you about the new employee welcome program”.

Highlight other important points“We need to discuss the new schedule, locations, and presenters”.

Assure the receiver’s understanding“Do you need me to further clarify how we are making invitations”?

React to how the receiver responds“I understand your concern about parking”.

Emphasize/summarize your main ideas“To wrap-up, I’ll develop the schedule and make the room reservations, if

you can line up the guest speakers”.


Getting good information

• Why is it necessary to get good information from others?



Get good information to…

• Find out facts and details• Get directions or instructions• Try to understand another’s point of view• Help someone solve a problem• Resolve a team conflict • Solve work problems• and other ideas you may have thought of


Obstacles to getting good information

• What can make getting good information difficult?



Obstacles to getting good information

• Lack of trust• Assuming you already know it all • Jumping to conclusions• Not valuing diverse opinions• Weak reading skills• Weak listening skills• Weak questioning skills• and other ideas you may have thought of


FOCUS on information – a model

• Focus the discussion on the specific information you need

• Open-end question to expand the discussion

• Close-end question to get specifics• Use active listening skills to understand

what you are hearing• Summarize and close the discussion


FOCUS on information – an example

Focus the discussion on the specific information you need“I need to ask you about the computer meeting you attended

yesterday”.Open-end question to expand the discussion

“What kinds of decisions were made regarding expansion of our departmental system”?

Close-end question to get specifics“Did the committee decide to buy Dell computers”?

Use active listening skills to understand what you are hearing“What I think I heard you say was that the decision was made”?

Summarize and close the discussion“So to wrap up, the system will expand and we will be using Dells.

Thanks for keeping me up to date”.


Giving feedback

• Why is it necessary to give constructive feedback to others?



Give feedback when…

• Someone asks for your opinion• Work errors occur frequently • A coworker’s habits disturb you• A coworker’s behavior has negative consequences • There are unresolved problems• and other ideas you may have thought of

Constructive feedback focuses on facts not people, solving problems instead of placing blame, and strengthening relationships instead of “being right”


Obstacles to giving constructive feedback

• What makes it hard to give constructive feedback?



Obstacles to giving constructive feedback

• Separating the person from the problem• Others becoming defensive or angry• Fear of negative consequences (especially if the other person

is a supervisor)• Dealing with potential conflict (especially if the other person is

aggressive)• Avoiding hurt feelings• Preserving relationships• Not having all the facts and jumping to conclusions• Choosing the right time so that the other person is most

receptive• and other ideas you may have thought of


STATE feedback – a model

• State the constructive purpose of your feedback

• Tell specifically what you have observed• Address and describe your reactions• Tender specific suggestions for

improvement• Express your support and respect for the

person


STATE feedback – an example

State the constructive purpose of your feedback“I’d like to give you some feedback about your training style so that your

evaluations will be more positive and you will enjoy it more”.Tell specifically what you have observed

“I notice that you rely heavily on your notes”.Address and describe your reactions

“I feel as though you are unsure of yourself when you read”.Tender specific suggestions for improvement

“I can help you develop a PowerPoint presentation so that you can use the screens as a cue instead of being tied to your notes”.

Express your support for the person“You know a lot about the subject. With practice you can become a good

trainer”.


Test yourself…

1. Communication is defined as the interchange of thoughts or opinions through shared symbols.

True___ False___

2. The four facets of interpersonal communication are sender, receiver, information, and behavior.

True___ False___

3. Unclear process; chain of command; large size of an organization or geographic distance; personal limitations; human nature; conflicting feelings, goals, opinions; and power are examples of barriers to communication.

True___ False___


Test yourself

4. Describe the steps of the SHARE model for giving good information – share, highlight, assure, react, emphasize:

5. Describe the steps of the FOCUS model for getting good information – focus, open end, close end, use, summarize:

6. Describe the steps of the STATE model for giving constructive feedback – state, tell, address, tender, express:

7. Describe the the six aspects of non-verbal communication (body language):


Test yourself… - answers

1. Communication is defined as the interchange of thoughts or opinions through shared symbols.

True

2. The four facets of interpersonal communication are sender, receiver, information, and behavior.

True

3. Unclear process; chain of command; large size of an organization or geographic distance; personal limitations; human nature; conflicting feelings, goals, opinions; power are examples of barriers to communication.

True



4. The steps of the SHARE model for giving good information are:– State the main point of your message – Highlight other important points – Assure the receiver’s understanding – React to how the receiver responds – Emphasize/summarize your main ideas

5. The steps of the FOCUS model for getting good information are:– Focus the discussion on the specific information you need– Open-end question to expand the discussion– Close-end question to get specifics– Use active listening skills to understand what you are hearing– Summarize and close the discussion



6. The steps of the STATE model for constructive feedback are:– State the constructive purpose of your feedback– Tell specifically what you have observed– Address and describe your reactions– Tender specific suggestions for improvement– Express your support for the person

7. The the six aspects of non-verbal communication (body language):– Face – expressions, smile, tilt of head– Figure – posture, demeanor, gestures, dress– Focus – eye contact– Territory – use of space– Tone – voice pitch, volume, emphasis– Time – the use time


Apply what you’ve learned

• When you started this program we asked you to consider some questions. Let’s wrap up:– What new things did you learn about interpersonal

communication?– Did you meet your learning goals for this program?– Did you meet your supervisor’s expectations, if any, for

participation in this training?– How will you be able to apply your learning on the job?