Download PowerPoint

Workforce
Development and
Critical Thinking
LEAD 1200
CRN 25174
Chapter 2
Become an Effective Communicator
Professor Donald P. Linden
Copyright © 2008 Pearson Prentice Hall. All rights reserved.
1
Become an Effective
Communicator

Developing communication skills is a difficult
process

It could be based on many differing factors:




age, gender, race, nationality, culture
attitudes, nonverbal cues (body language)
a level of trust between sender and receiver
Communication is the oil that lubricates the
machinery of human interaction.

It can be learned!
2
Communication Defined

Communication is the transfer of information
that is received and fully understood from one
source to another. This applies to all forms of
messages such as spoken, written and
nonverbal.
3
Communication Versus
Effective Communication
Received and understood
 And finally accepted and acted
on in the desired manner

4
Success Tip

A higher level of effective communication
implies understanding and acceptance. The
acceptance aspect of communication
requires persuasion, motivation, monitoring,
and leadership. These factors separate
effective communication from mediocre
communication.
5
Communication as a Process




Sender – the originator of the message
Receiver – the person or group for whom the message
is intended
Message – the information that is conveyed,
understood, accepted, and acted on
Medium – the vehicle used to convey the message




Verbal – face to face, telephone, speeches, etc.
Nonverbal – gestures, facial expressions, voice tone, etc.
Written – letters, e-mail, memorabilia, etc.
New technological developments
The better you become at using all of the various
mediums, the more effective you will be as a
communicator.
6
Common Inhibitors of
Communication









Differences of meaning – get to know the people you work
with
Insufficient trust – build trust, avoid hidden agendas
Information overload – Screen, organize, summarize, simplify
information
Interference – be attentive to the environment when trying to
communicate
Condescending tones – do not talk down to people
Listening problems – you must be a good listener
Premature judgments – listen nonjudgmentally
Inaccurate assumptions – misperceptions point to a need for
building trust
Technical glitches – these interfere with communications
7
Listening as a Communication
Tool

Listening is receiving a message, correctly
decoding it, and accurately perceiving what is
meant by it.

Inhibitors of Effective Listening





Lack of Concentration – eliminate extraneous distractions
Preconceived notions – causes premature judgments
Thinking ahead – you are hurried
Interruptions – wait for speaker to reach a stopping point
Tuning out – your mind is somewhere else
8
Success Tip

One of the keys to understanding nonverbal
cues lies in the concept of consistency. Are
the spoken message and the nonverbal
message consistent with each other? They
should be.
9
Nonverbal Communication



Body Factors – posture, poses, facial expressions,
gestures, and dress; you should be attentive to body
factors and how they add to or detract from your verbal
message.
Voice Factors – volume, tone, pitch, and rate of speech;
these can reveal feelings of anger, fear, impatience,
uncertainty, interest, acceptance, confidence, etc.
Proximity Factors – where you position yourself, how
the office is arranged, the color of the walls, types of
fixtures and decorations you have, etc.
10
Verbal Communication

Be attentive to the following:





Interest – show an interest in the topic
Attitude – be positive and friendly, be patient and
smile
Flexibility – when scheduling meetings such as
company policy
Tact – think before talking
Courtesy – give the receiver ample opportunity to
seek clarification and to state his/her point of
view
11
Communicating Corrective
Feedback



Be positive – to be corrective, feedback must be
accepted and acted on by the employee
Be prepared – Focus on facts, give specific
examples of the behavior you would like to be
corrected
Be realistic – make sure that the behaviors you
want to change are within the control of the
employee
12