Survey
* Your assessment is very important for improving the work of artificial intelligence, which forms the content of this project
Download Table of Contents
Document related concepts
no text concepts found
Transcript
Table of Contents Contents Preface Chapter 1: Communication: What and Why Communication Defined Communication Is Symbolic Communication Is a Process Communication Is Irreversible Communication Is Relational, Not Individual Models of Communication A Linear Model A Transactional Model Contexts of Communication Intrapersonal Communication Dyadic/Interpersonal Communication Small Group Communication Organizational Communication Public Communication Mass Communication Communication Competence Characteristics of Competent Communication There Is No “Ideal” Way to Communicate Competence Is Situational Competence Is Relational Competence Can Be Learned Characteristics of Competent Communicators Competent Communicators Are Flexible Competent Communicators Are Emphatic Competent Communicators are Cognitively Complex Competent Communicators Self-Monitor Competent Communicators Are Committed Communication Competence with Social Media Choose the Best Medium Be Careful What You Post Be Considerate Respect Others’ Need for Undivided Attention Keep Your Tone Civil Respect Privacy Boundaries Be Mindful of Bystanders Balance Mediated and Face-to-Face Time Be Safe Misconceptions About Communication Communication Does Not Always Require Complete Understanding Communication Will Not Solve All Problems Communication Isn’t Always a Good Thing Meanings Don’t Rest in Words Communication Is Not Simple More Communication Isn’t Always Better Chapter 2: The Self, Perception, and Communication The Self-Concept Defined Self-Esteem Influences the Self-Concept Significant Others Influence the Self-Concept Culture Influences the Self-Concept The Self-Concept Influences Communication with Others The Self-Concept Influences Future Communication and Behavior Perceiving Others Effectively Sex and Gender Misconceptions No One Is Exclusively Male or Female The Terms “Sex” and “Gender” Are Not Identical Masculine and Feminine Behaviors Are Part of a Continuum Mistaken Attributions We Often Judge Ourselves More Charitably Than We Judge Others We Often Pay More Attention to Negative Impressions Than Positive Ones We Tend to Assume That Others Are Similar to Us Empathy and Perception Challenges Dimensions of Empathy Perception Checking Identity Management We Have Public and Private Selves We Have Multiple Identities Identity Management Is Collaborative Identity Management May Be Conscious or Unconscious People Differ in Their Degree of Identity Management People Manage Identities to Follow Social Rules and Accomplish Goals People Manage Identities Online Managing Your Identity Doesn’t Make You Dishonest Chapter 3: Communication and Culture Culture Defined Cocultures and Communication Ethnicity and Race Region Sexual Orientation and Gender Identity Religion Physical Ability and Disability Age and Generation Socioeconomic Status Cultural Values and Norms That Shape Communication Individualism and Collectivism High and Low Context Uncertainty Avoidance Power Distance Talk and Silence Competition and Cooperation Developing Intercultural Communication Competence Spend Time with People from Different Backgrounds Develop a Tolerance for Ambiguity Keep an Open-Minded Attitude Acquire and Use Culture-Specific Information Appropriately Be Patient and Persistent Chapter 4: Language The Nature of Language Language Is Symbolic Meanings Are in People, Not in Words Language Is Governed By Rules Phonological Rules Syntactic Rules Semantic Rules Pragmatic Rules The Power of Language Language Shapes Attitudes Naming Status Sexism and Racism Language Reflects Attitudes Power Affiliation Responsibility Troublesome Language Misunderstandings Equivocal Misunderstandings Relative Words Slang and Jargon Disruptive Language Confusing Facts and Opinions Confusing Facts and Inferences Emotive Language Evasive Language Euphemisms Equivocation Gender and Language Content Reasons for Communicating Conversational Style Occupation and Gender Roles Biological Factors Social Norms Transcending Gender Boundaries Chapter 5: Listening Misconceptions about Listening Hearing and Listening Are Not the Same Thing Listening Is Not a Natural Process All Listeners Do Not Receive the Same Message Challenges to Effective Listening Faulty Listening Behaviors Reasons for Poor Listening Message Overload Rapid Thought Psychological Noise Physical Noise Hearing Problems Faulty Assumptions Perceived Advantages of Talking Cultural Differences Media Influences Types of Listening Task-Oriented Listening Extract Key Ideas Ask Questions Paraphrase Take Notes Relational Listening Allow Enough Time Listen for Unexpressed Thoughts and Feelings Encourage Further Comments Analytical Listening Listen for Information before Evaluating Separate the Message from the Speaker Search for Value Critical Listening Examine the Speaker’s Evidence and Reasoning Evaluate the Speaker’s Credibility Assess Emotional Appeals Listening and Social Support Social Support Online Gender and Social Support When and How to Help Chapter 6: Nonverbal Communication Characteristics of Nonverbal Communication Nonverbal Behavior has Communicative Value Nonverbal Behavior Is Primarily Relational Nonverbal Behavior Is Ambiguous Nonverbal Communication Is Essential Functions of Nonverbal Behavior Repeating Substituting Complementing Regulating Contradicting Deceiving Types of Nonverbal Communication Body Movements Posture Gestures Face Eyes Voice Appearance Physical Attractiveness Clothing Touch Space Distance Territory Environment Time Influences on Nonverbal Communication Culture Gender Nonverbal Communication Competence Tune Out Words Use Perception Checking Pay Attention to Your Own Nonverbal Behavior Chapter 7: Communicating in Interpersonal Relationships The Nature of Interpersonal Communication Content and Relational Messages Affinity Respect Immediacy Control Metacommunication Self-Disclosure Models of Self-Disclosure Social Penetration Model The Johari Window Questions to Ask Before Self-Disclosing Is the Other Person Important to You? Is the Risk of Disclosing Reasonable? Are the Amount and Type of Disclosure Appropriate? Is the Disclosure Relevant to the Situation at Hand? Is the Disclosure Reciprocated? Will the Effect be Constructive? Is the Self-Disclosure Clear and Understandable? Mediated Versus Face-to-Face Communication Communication Climates in Interpersonal Relationships Confirming and Disconfirming Messages Recognition Acknowledgement Endorsement Relational Spirals Defensive and Supportive Behaviors Evaluation vs. Description Control vs. Problem Orientation Strategy vs. Spontaneity Neutrality vs. Empathy Superiority vs. Equality Certainty vs. Provisionalism Chapter 8: Communicating With Friends and Family How We Choose Friendships Similarity Complementarity Mutual Liking Rewards Types of Friendships Short-Term vs. Long-Term Low Disclosure vs. High Disclosure Doing-Oriented vs. Being-Oriented Low Obligation vs. High Obligation Same Sex vs. Other Sex In-Person vs. Mediated Successful Communication in Friendships Be a Good Listener Give Advice Sparingly Share Feelings Respectfully Apologize and Forgive Be Validating and Appreciative Stay True Through Hard Times Be Trustworthy and Loyal Give and Take Equally Types of Family Relationships Parents and Children Communication Patterns Parenting Styles Siblings Supportive Longing Competitive Apathetic Hostile Grandparents and Grandchildren Successful Communication in Family Relationships Share Family Stories Listen to Each Other Negotiate Privacy Rules Coach Conflict Management Go Heavy on Confirming Messages Have Fun Chapter 9: Communicating With Romantic Partners The Nature of Intimacy Male and Female Intimacy Styles Love Languages Affirming Words Quality Time Acts of Service Gifts Physical Touch Communicating in Romantic Relationships A Developmental Perspective Initiating Experimenting Intensifying Integrating Bonding Differentiating Circumscribing Stagnating Avoiding Terminating A Dialectical Perspective Connection vs. Autonomy Openness vs. Privacy Predictability vs. Novelty Strategies for Managing Dialectical Tensions Denial Disorientation Selection Alternation Polarization Segmentation Moderation Reframing Reaffirmation Deception in Romantic Relationships Altruistic Lies Evasions Self-Serving Lies Managing Interpersonal Conflict Styles of Expressing Conflict Nonassertion Direct Aggression Passive Aggression Indirect Communication Assertion Abusive Relationships Psychologically Abusive Relationships Physically Abusive Relationships Applying Win-Win Problem Solving Step 1: Identify Your Problem and Unmet Needs Step 2: Make a Date Step 3: Describe Your Problem and Needs Step 4: Check Your Partner’s Understanding Step 5: Solicit Your Partner’s Needs Step 6: Check Your Understanding of Your Partner’s Needs Step 7: Negotiate a Solution Step 8: Follow-Up on the Solution Chapter 10: Communicating for Career Success Strategies for Finding a Job Cultivating Personal Networks View Everyone as a Networking Prospect Seek Referrals Show Appreciation Engage in Online Networking Monitor Your Online Identity Conducting Informational Interviews Make Your First Contact in Writing Prepare Questions Ahead of Time Be Sure to Follow-Up Strategies for Getting Hired Applying for a Job Create a Polished Résumé Create a Cover Letter Follow Application Instructions Keep Organized Records for Your Communications Preparing for the Selection Interview Do Your Research Prepare for Likely Questions Dress for Success Take Copies of Your Résumé and Portfolio Know When and Where to Go Reframe Your Anxiety as Enthusiasm During the Interview Mind Your Manners Follow the Interviewer’s Lead Keep Your Answers Succinct and Specific Describe Relevant Challenges, Actions, and Results Ask Good Questions of Your Own Post-Interview Follow-Up Phone and Video Interviews Create a Professional Identity Consider How You Look and Sound Check Every Detail in Advance Ensure You Have the Right Time for the Interview Look at the Camera, Not the Screen Conduct a Dress Rehearsal Interviewing and the Law Strategies for Communicating on the Job Communicating with Followers, Leaders, and Peers Communicating with Followers Communicating with Leaders Communicating with Peers Communicating in a Professional Manner Be Sensitive to Cultural and Co-Cultural Differences Don’t Overshare Communicate in a Principled Manner Exceed Expectations Keep Your Cool Be E-Savvy Acknowledge Gaffes and Move On Working with a Difficult Boss Adapt to Your Boss Seek Advice from Others Try to Clarify and Improve the Situation Manage Your Expectations Keep a Professional Demeanor Prepare to Move On Exiting Graciously Leadership, Followership, and Power Approaches to Leadership Becoming a Leader The Importance of Followers Power in the Workplace Legitimate Power Expert Power Connection Power Reward and Coercive Power Referent Power Chapter 11: Communicating in Groups and Teams The Nature of Groups and Teams What a Group Is Interaction Interdependence Time Size Group and Individual Goals How a Group Becomes a Team Characteristics of Groups Rules and Norms Patterns of Interaction Roles Seek the Optimal Ratio of Task and Social Roles Look for Unfilled Roles Avoid Duplicating Roles Avoid Role Fixation Avoid Dysfunctional Roles Problem Solving in Groups Advantages of Group Problem Solving Resources Accuracy Commitment Diversity When to Use Groups for Problem Solving Developmental Stages in Group Problem Solving Orientation Stage Conflict Stage Emergence Stage Reinforcement Stage Group Problem-Solving Strategies and Formats Problem-Solving Formats Breakout Group Problem Census Group Focus Group Panel Discussion Symposium Forum Dialogue Solving Problems in Virtual Groups A Structured Problem-Solving Approach Identify the Problem Analyze the Problem Develop Creative Solutions Evaluate the Solutions Implement the Plan Follow-Up on the Solution Decision-Making Methods Consensus Majority Control Expert Opinion Minority Control Authority Rule Making the Most of Group Discussion Build Cohesiveness Encourage Equal Participation Avoid Information Underload and Overload Avoid Pressure to Conform Make the Most of Diversity Chapter 12: Preparing Speeches Analyzing Your Speaking Situation The Audience The Occasion Planning Your Speech Choose Your Topic Define Your Purpose Write a Purpose Statement State Your Thesis Gather Information Structuring Your Speech Outlines Speaking Notes Organizational Patterns Time Space Topic Problem-Solution Cause-Effect Monroe’s Motivated Sequence Using Introductions, Conclusions, and Transitions The Introduction Capture Attention Preview the Main Points Set the Mood and Tone of Your Speech Demonstrate the Importance of Your Topic to Your Audience Establish Credibility The Conclusion Transitions Using Supporting Material Types of Support Definitions Examples Statistics Analogies/Comparison-Contrast Anecdotes Quotation/Testimony Styles of Support Chapter 13: Presenting Speeches Managing Speech Anxiety Helpful and Unhelpful Speech Anxiety Sources of Unhelpful Speech Anxiety Previous Negative Experience Irrational Thinking How to Overcome Unhelpful Speech Anxiety Choosing a Type of Delivery Extemporaneous Impromptu Manuscript Memorized Using Visual Aids Types of Visual Aids Objects and Models Diagrams Word and Number Charts Pie Charts Bar and Column Charts Line Charts Media for Presenting Visual Aids Chalkboards, Whiteboards, and Polymer Marking Surfaces Flip Pads and Poster Board Handouts Projectors Other Electronic Media Rules for Using Visual Aids Simplicity Size Attractiveness Appropriateness Reliability Presentation Software Practicing the Speech Visual Aspects of Delivery Appearance Movement Posture Facial Expression Eye Contact Auditory Aspects of Delivery Volume Rate Pitch Articulation Online/Virtual Delivery Chapter 14: Speaking to Inform, Persuade, and Entertain Types of Speeches Informative Speeches An Informative Topic Tends to Be Noncontroversial The Informative Speaker Does Not Intend to Change Audience Attitudes Persuasive Speeches Persuasion Is Usually Incremental Persuasion Can Be Ethical Speeches to Entertain Techniques of Informative Speaking Define a Specific Informative Purpose Make it Easy for the Audience to Listen Limit the Amount of Information You Present Transition from Familiar to Newer Information Transition from Simple to More Complex Information Use Clear, Simple Language Emphasize Important Points Repetition Signposts Generate Audience Involvement Use Audience Participation Have a Question-and-Answer Period Techniques of Persuasive Speaking Set a Specific Persuasive Purpose Structure Your Speech Strategically Describe the Problem Describe the Solution Describe the Desired Audience Response Use Monroe’s Motivated Sequence Structure Your Argument Carefully Claims and Subclaims Evidence The Toulmin Model Avoid Fallacies Ad Hominem Reductio Ad Absurdum Either-Or Post Hoc Ergo Propter Hoc Argumentum Ad Verecundiam Argumentum Ad Populum Adapt to Your Specific Audience Establish Common Ground and Credibility Techniques of Speaking to Entertain Follow the Rules of Humor Levity Originality Appropriateness Use the Most Effective Type of Humor Humorous Description Exaggeration Incongruity Word Play Satire Appendix A: Informative Speech Appendix B: Persuasive Speech Appendix C: Speech to Entertain References Credits Index
