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Interpersonal
Communication
A Perceptual Model of Communication
Encoding
Message
Transmitted
on medium
Receiver
decodes
Receiver
creates
meaning
Noise
Sender
Source
decodes
Transmitted
on medium
Message
Encoding
Sources of Distortion in Upward
Communication
Patterns of Distortion in Upward
Communication
Situational Antecedents
1.
Supervisor’s upward
influence
2. Supervisor’s power
Low
Low
High
High
3. Subordinate’s aspiration
for upward mobility
Low
High
4. Subordinate’s trust in
the supervisor
Low
High
Increased distortion because
employees send more
favorable information and
withhold useful information.
Increased distortion because
employees screen out
information detrimental to
their welfare.
Less accuracy because
employees tend to pass along
information that helps their
cause.
Considerable distortion
because employees do not
pass up all information they
receive.
Communication
Style
Assertive
Communication Styles
Nonverbal Behavior
Description
Pushing hard
without attacking;
permits others to
influence outcome;
expressive and selfenhancing without
intruding on others.
Pattern
Good eye contact;
Comfortable but
firm posture;
Strong, steady and
audible voice; Facial
expressions
matched to
message;
Appropriately
serious tone;
Selective
interruptions to
ensure
understanding.
Verbal Behavior
Pattern
Direct and
unambiguous
language; No
attributions or
evaluations of
others’
behavior; Use of
“I” statements
and cooperative
“we”
statements.
Communication Styles (continued)
Communication
Style
Aggressive
Nonverbal Behavior
Description
Taking advantage
of others;
Expressive and selfenhancing at
others’ expense.
Pattern
Glaring eye contact;
Moving or leaning
too close;
Threatening
gestures (pointing
finger; clenched
fist); Loud Voice;
Frequent
interruptions.
Verbal Behavior
Pattern
Swear words
and abusive
language;
Attributions and
evaluations of
others’
behavior; Sexist
or racists terms;
Explicit threats
or put-downs.
Communication Styles (continued)
Communication
Style
Nonassertive
Nonverbal Behavior
Description
Encouraging others
to take advantage
of us; Inhibited;
Self-denying.
Pattern
Little eye contact;
Downward glances;
Slumped postures;
Constantly shifting
weight; Wringing
hands; Weak or
whiny voice.
Verbal Behavior
Pattern
Qualifiers
(“maybe,” “kind
of” ); Fillers
(“uh,” “you
know,” “well”);
Negaters (“it’s
really not that
important,” “I’m
not sure”).
Communication is more than just
verbal…

Nonverbal communication




Words account for only 7% of emotional
impact of a message
Voice tones- 38%
Facial Expressions- 55%
High context vs. Low Context Cultures
Categories of Non-Verbal
Messages
Environment
 Interpersonal Distance
 Posture
 Gestures
 Facial Expressions
 Voice Quality
 Personal Appearance

Skills and Best Practices: Advice to
Improve Nonverbal Communication Skills
Positive Nonverbal Actions Include:
•Maintain eye contact.
• Nod your head to convey that you are listening or that
you agree.
• Smile and show interest.
• Lean forward to show the speaker you are interested.
• Use a tone of voice that matches your message
•
Advice to Improve Nonverbal
Communication Skills (cont)
Negative Nonverbal Actions Include:
• Avoiding eye contact and looking away from the
speaker.
• Closing your eyes or tensing your facial muscles.
• Excessive yawning.
• Using body language that conveys indecisiveness or lack
of confidence (e.g., slumped shoulders, head down, flat
tones, inaudible voice)
• Speaking too fast or too slow.
Listening Styles
Results-style:
Interested in the
bottom line or result of a message.
Reasons-style:
Interested in
hearing the rationale behind a
message.
Process-style:
issues in detail.
Likes to discuss
The Keys to Effective Listening
Keys to Effective
Listening
The Bad Listener
The Good Listener
1. Capitalize on thought
speed
Tends to daydream
Stays with the speaker,
mentally summarizes the
speaker, weighs evidence,
and listens between the lines
2. Listen for ideas
Listens for facts
Listens for central or overall
ideas
3. Find an area of interest
Tunes out dry speakers or
subjects
Listens for any useful
information
Tunes out dry monotone
speakers
Assesses content by listening
to entire message before
making judgments
Gets too emotional or worked
up by something said by the
speaker and enters into an
argument
Withholds judgment until
comprehension is complete
4. Judge content, not
delivery
5. Hold your fire
The Keys to Effective Listening (cont)
Keys to Effective
Listening
The Bad Listener
The Good Listener
6. Work at listening
Does not expend energy on
listening
Gives the speaker full
attention
7. Resist Distractions
Is easily distracted
Fights distractions and
concentrates on the speaker
8. Hear what is said
Shuts our or denies
unfavorable information
Listens to both favorable and
unfavorable information
9. Challenge yourself
10. Use handouts, overheads,
or other visual aids
Resists listening to
presentations of difficult
subject manner
Does not take notes or pay
attention to visual aids
Treats complex
presentations as exercises
for the mind
Takes notes as required and
uses visual aids to enhance
understanding of the
presentation
Barriers to Effective Communication
•
•
•
•

Process Barriers: involve all components of the
perceptual model of communication
Personal Barriers: involve components of an
individual’s communication competence and
interpersonal dynamics between people
communicating
Physical Barriers: pertain to the physical
distance between people communicating
Semantic Barriers: relate to the different
understanding and interpretations of the
words we use to communicate
For class discussion: Which of the barriers to
effective communication is the most difficult
to deal with? Explain.
Metacommunication

Communicating about one’s
communication style/barriers to
communication, etc.
Gender Differences

Women





Prefer conversation for rapport building
Want empathy, not solutions
Are more likely to compliment
Emphasize politeness
More conciliatory
Gender Differences

Men






Talk as a means to preserve independence and
status by displaying knowledge and skill
Work out problems on an individualized basis
Are more directive in conversation
Are more intimidating
Call attention to their accomplishments
Tend to dominate discussions during meetings
Human Communication
Men
Women

Lecture

Talk, not lecture

Seek facts

Build relationships

Desire respect

Want to be liked

Interrupt more often

More patient

Change topics
more often

More sensitive to
emotions