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Business Communication: Process and Product, Mary Ellen Guffey, South-Western.
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Why Organizations Are
Turning to Teams
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Improved sharing of information
Better use of resources
More creative and efficient solutions to
problems
Improved job satisfaction for employees
Increased pride in jobs; higher self-esteem
Better products, improved processes
Increased overall productivity
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Characteristics of Successful
Teams
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Small size, diverse makeup
Agreement on purpose
Agreement on procedures
Ability to deal with conflict
Use of good communication techniques
Ability to collaborate rather than
compete
Shared leadership
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Strategies for Effective Conflict
Resolution
1. When attacked, negotiate rather than escalate.
* Separate the issue from the person.
* Act as if the other side does not want to harm you
personally.
2. Use the third person.
* Avoid “you” and “I” statements.
Not: You never come prepared, and I’m sick of it.
But: It’s hard to discuss this without all the facts.
3. Work to maintain a calm tone of voice.
* Stay away from provocative verbal emphasis.
Not: It’s HARD to discuss this without ALL the facts.
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Strategies for Effective Conflict
Resolution
4. Practice compassionate, helpful feedback.
* Focus on behaviors, not attitudes.
* Talk about things that can be changed.
Not: Stop being aggressive!
But: It would be easier to respond if you lowered your voice.
5. Avoid sending threatening signals.
* Don’t engage in sustained eye contact.
* Keep hand gestures to a minimum.
6. Don’t use “First Strike” language.
* You always . . . or If you really . . . or Try to understand. . .
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Strategies for Effective Conflict
Resolution
7. When provoked, try a listening check.
* Calmly and respectfully restate both sides of the
argument.
* Take time to walk around and around the topic – and cool
off.
8. Clear the air.
* If you’re on a team with someone who seems
consistently irritated with you, ask for a private meeting.
* Solicit feedback; listen without interrupting and with an
open mind.
* Request permission to respond with equal openness.
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Listening
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The Listening Process
Perception
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The Listening Process
Perception
Interpretation
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The Listening Process
Perception
Interpretation
Evaluation
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The Listening Process
Perception
Interpretation
Evaluation
Action
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Ten Misconceptions About
Listening
1. Listening is a matter of intelligence.
Fact: Careful listening is a learned behavior.
2. Speaking is a more important part of the
communication process than listening.
Fact: Speaking and listening are equally important.
3. Listening is easy and requires little energy.
Fact: Active listeners undergo the same physiological
changes as a person jogging.
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Ten Misconceptions About
Listening
4. Listening is an automatic reflex.
Fact: Listening is a conscious, selective process.
Hearing is an involuntary act.
5. Speakers are able to command listening.
Fact: Speakers cannot make a person really listen.
6. Hearing ability determines listening ability.
Fact: Listening happens mentally – between the ears.
7. Speakers are totally responsible for
communication success.
Fact: Communication is a two-way street.
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Ten Misconceptions About
Listening
8. Listening is only a matter of understanding
a speaker’s words.
Fact: Nonverbal signals also help listeners gain
understanding.
9. Daily practice eliminates the need for
listening training.
Fact: Without effective listening training, most practice
merely reinforces negative behaviors.
10. Competence in listening develops naturally.
Fact: Untrained people listen at only 25 percent efficiency.
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Tips for Better Listening
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Control external and internal distractions.
Become actively involved.
Identify important facts.
Don’t interrupt.
Ask clarifying questions.
Paraphrase to increase understanding.
Take advantage of lag time.
Take notes to ensure retention.
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Nonverbal Communication
Nonverbal communication includes all
unwritten and unspoken messages, both
intentional and unintentional.
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Areas of Nonverbal
Communication Study
1. Kinesics – the study of messages sent by body
movement, facial expressions, posture, and
gestures
2. Ocular contact – the study of the type and
amount of eye-movement, including staring and
blinking
3. Paralinguistics – the study of vocal factors,
such as clarity, tone, nonverbal utterances, and
silence
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Areas of Nonverbal
Communication Study
4. Proxemics – the study of the meaning
of space, distance, and territoriality
5. Haptics – the study of touch, including
such actions as handshakes, hugs, and
back patting
6. Semiotics – the study of messages
implied by such objects as dress, decor,
address, and status symbols
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Nonverbal Behavior and Perception
A “Matching” Quiz
1. Insecurity
4. Confidence
2. Defensiveness
5. Nervousness
3. Cooperation
6. Frustration
Short breaths, “tsk” sound, clenched hands, wringing hands
Steepled hands, hands behind back, hands on lapels of
coat, broad gestures
Arms crossed, sideways stance, touching and rubbing
nose, rubbing eyes, drawing away
Open hands, upper body in sprinter’s position, sitting on
edge of chair, hand-to-face gestures
Clearing throat, “whew” sound, whistling, smoking,
fidgeting, tugging ears
Pinching flesh, chewing pen, biting fingernails
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Nonverbal Behavior and Perception
A “Matching” Quiz
1. Insecurity
4. Confidence
2. Defensiveness
5. Nervousness
3. Cooperation
6. Frustration
6 Short breaths, “tsk” sound, clenched hands, wringing hands
4 Steepled hands, hands behind back, hands on lapels of
coat, broad gestures
2 Arms crossed, sideways stance, touching and rubbing
nose, rubbing eyes, drawing away
3 Open hands, upper body in sprinter’s position, sitting on
edge of chair, hand-to-face gestures
5 Clearing throat, “whew” sound, whistling, smoking,
fidgeting, tugging ears
1 Pinching flesh, chewing pen, biting fingernails
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Planning and Participating
in Meetings
Before the meeting
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Consider alternatives. Is a meeting necessary?
Invite the right people. Include . . .
those who have information.
those who can make decisions.
those who must implement decisions.
Distribute an agenda.
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Planning and Participating
in Meetings
During the Meeting
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Start on time and introduce the agenda.
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Appoint a secretary and recorder.
Encourage balanced participation.
Confront conflict frankly.
Summarize points of consensus along
the way.
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Planning and Participating
in Meetings
Ending the Meeting and Following Up
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Review meeting decisions.
Distribute minutes of meeting.
Remind people of action items.
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End
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