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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