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Chapter 1
The Communication Process:
An Introduction
Communicating for Results, 10th edition
The Communication
Process
 Communication skills are important to success in
business and professional settings
 Despite evidence communication skills are necessary for
success in the workplace, individuals continue to have
problems in this area
 Fortunately, communication is a skill that can be learned
Communicating for Results, 10th edition
Communication Defined
 Latin root of communicate is communicare
 To impart, share, make common
 Communication is the process of people sharing
thoughts, ideas, and feelings with each other in
commonly understandable ways
Communicating for Results, 10th edition
Models of Communication
 Key to success is being able to identify cause for
misunderstandings and figure out how to keep them
from occurring again
 This is where communication models prove helpful
 Allow us to pinpoint where in communication process
misunderstandings occur so that we can correct them
 Models have evolved from early one-way models to
more accurate transactional models
Communicating for Results, 10th edition
One-Way Model
 Communication viewed as linear process going from
Person A to Person B
 Shows communication occurs in presence of internal and
external noise and message is carried by code traveling
through a channel
 No response or feedback
Communicating for Results, 10th edition
The Process of
Communication
 A Linear View
 Communication is “done to” a receiver
Figure 1.1
Circular Model
 Communication is viewed as circular or interactive
process
 Sender communicates message to receiver who
interprets it and sends reply back to sender
 Includes feedback
 Implies communication occurs in step-by-step process
 Rarely happens
 Addition of frame of reference
Communicating for Results, 10th edition
Transaction Model
 Communication viewed as simultaneous,
transactional process between senders and receivers
 Simultaneous
 Persons involved may be sending and receiving at same
time
 Transactional
 Both persons responsible for creating meaning and both
influence and are influenced by the other
 Addition of environment and stimulus/motivation
Communicating for Results, 10th edition
The Process of
Communication
 A Transactional View
 Communication as a uniquely human process
Figure 1.2
Frame of Reference
 Communication breakdowns occur because we use
our own background and experience to encode and
decode
 An invisible window
 Unless backgrounds and experiences of both sender
and receiver are identical, messages may not be
accurately encoded or decoded
 Only when our frames of reference overlap can we
expect real understanding
Communicating for Results, 10th edition
No Identical Frame of
Reference
 Managers and employees have different
frames of reference
 Frame of reference differences play role in
international business confusion
 Individualistic/collectivistic cultures
 Low context/high context cultures
Communicating for Results, 10th edition
No Identical Frame of
Reference
 Communicator needs to remember that
message that counts is the one received
 As sender you need to be concerned with what
your receiver thought you said
 Burden of communication lies with sender
 It is a good idea to check reception of your
message by asking receivers to paraphrase what
they think you meant
Communicating for Results, 10th edition
Communication Code
 Language (verbal) – spoken or written words
 Paralanguage (vocal) – tone, pitch, volume
 Nonverbal (visual) eye contact, facial
expressions, posture
Vocal and
Visual Code
69%
Verbal Code
31%
Copyright Cengage © 2011
13
14
Four Ethical Rules
 The utilitarian rule – greatest good for the greatest
number of people
 The moral rights (Kant) rule – protecting
fundamental inalienable rights
 The justice rule – equal treatment
 The practical rule – the typical person will find them
acceptable
Copyright Cengage © 2011
Communication and Ethics
 As an employee, watch for following
ethics traps:
 Trap of necessity
 Trap of relative filth
 Trap of rationalization
 Trap of self-deception
 Trap of end justifying the means
Communicating for Results, 10th edition
Communication and Ethics
 Practical reasons for being ethical:
 If people lose faith in you, or in your company,
failure is inevitable
 Not only do people enjoy dealing with honest
people, they also prefer working for ethical
companies
 Unethical behavior weighs heavily on your
conscious
Communicating for Results, 10th edition
17
Texas Instruments Ethics Quiz
Is the action legal?
Does it comply with our values?
If you do it, will you feel bad?
How will it look in the newspaper?
If you know it’s wrong don’t do it.
If you’re not sure, ask.
Keep asking until you get an answer.
Copyright Cengage © 2011