Download Leadership -2

Leadership -2
Prof Karen Hanen
Mgt 360
Communication Realities
Managers can expect,
on average, to do only
three minutes of
uninterrupted work on
any one task before
being interrupted by an
incoming email,
instant message, phone
call, co-worker, or
other distraction
© 2010 Jupiterimages Corporation
Barriers to Effective Communication
Filtering
Information
Overload
Selective
Perception
Workplace
Gossip &
Grapevine
Semantics &
Jargon
Emotional
Disconnects
Gender
Differences in
Communication
Differences in
Meaning
Lack of Source
Familiarity or
Credibility
Biased
Language
Nonverbal Communication
It’s what you don’t say…
55% of inperson
communication
comes from
nonverbal cues
like facial
expressions,
body stance,
eye contact
38% is based on
paralanguage or
the tone, pace,
and volume of
speech
7% of a
Receiver’s
comprehension
of a Message is
based on the
Sender’s actual
words
Non-Defensive Communication
“I” Language - own what you are expressing
• “I observed, I understand, I experienced, I feel, I believe, I did, I saw,
I learned….”
• I Language prevents you from going on the attack - “You always,
You never, You jerk, How Could You…”
• Use of I language in terms of your own stories, experiences,
mistakes - humanizes you, makes you more approachable
• I Language helps employees and others avoid feeling/thinking they
are unimportant/devalued, clears up-misunderstandings
• Paraphrase what you heard in your own I language - helps avoid
unnecessary confrontation and minimizes defensive
responses/conversations
Attributes of Supportive Communication
• Congruent
• Descriptive
• Problem-Oriented
• Validating
Copyright © 2011 Pearson Education,
Inc. publishing as Prentice Hall
• Specific
• Conjunctive
• Owned – I Language
• Supportive Active
Listening
6
4-6
Active Listening
Listen for
message
content
Paraphrase
and restate
Note all cues
Listen for
feelings
Respond to
feelings
Ways to Improve Your Listening Habits
Don’t Anticipate
Summarize
What You’ve
Heard
Focus and Don’t
Multitask
Empathize with
the Sender’s
Point of View
Seek
Clarification By
Asking
Questions
Establish Eye
Contact
Focus on the
Goal With an
Open Mind
Pay Attention to
What is Not Said
Prepare and Be
Receptive
Organizational Outcomes
The Relationship Between Conflict and Outcomes
Positive
Negative
Low
High
Level of Conflict
Copyright © 2011 Pearson Education,
Inc. publishing as Prentice Hall
7-9
Types of Conflict
Focus of Conflict
Issues
People
Source of Conflict
Personal Differences –
perceptions/expectations
Informational Differences misinform/misrepresent
Incompatible Roles –goals
and responsibilities
Environmental Stress scarcity & uncertainty
Copyright © 2011 Pearson Education,
Inc. publishing as Prentice Hall
7-10
Conflict Resolution
Insert figure 7.3
Copyright © 2011 Pearson Education,
Inc. publishing as Prentice Hall
7-11
Next Week – April 4
•Paper was due this morning, 3/28, 11:30am
– No late excuses, not even 30 seconds.
•OA #6, Due 11:30 before class next week,
April 4
•OQ #6 – Won’t open until April 4, 2pm
•Read CH 17