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Chapter 2
An Interpersonal Communication
Process
McGraw-Hill/Irwin
Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.
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Chapter Summary
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Two Parties in the Interview
Interchanging Roles During Interviews
Perceptions of Interviewer and Interviewee
Communication Interactions
Feedback
The Interview Situation
Outside Forces
Summary
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Two Parties in the Interview
• The Two Parties in the Interview
▫ Each party consists of unique and complex
individuals.
▫ Although each party consists of unique
individuals, both must act together if the interview
is to be successful.
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Two Parties in the Interview
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Interchanging Roles During Interviews
• Both parties speak and listen from time to time,
are likely to ask and answer questions, and take
on the roles of interviewer and interviewee.
• Two fundamental approaches to interviewing:
directive or nondirective.
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Interchanging Roles During Interviews
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Interchanging Roles During Interviews
• Directive Approach
▫ A directive approach allows the interviewer to
maintain control.
• Nondirective Approach
▫ A nondirective approach enables the interviewee
to share control.
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Interchanging Roles During Interviews
• Combination of Approaches
▫ Be flexible and adaptable when selecting
approaches.
▫ The roles we play should guide but not dictate
approaches.
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Perceptions of Interviewer and Interviewee
• Four Perceptions Drive Interactions
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Self-perceptions
Perceptions of the other party
How the other party perceives us
How the other party perceives self
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Perceptions of Interviewer and
Interviewee
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Perceptions of Interviewer and Interviewee
• Perceptions of Self
▫ What we perceive ourselves to be may be more
important than what we are.
▫ We see ourselves differently under different
circumstances.
▫ Self-esteem is closely related to self-worth.
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Perceptions of Interviewer and Interviewee
• Perceptions of the Other Party
▫ Perceptions are a two-way process.
▫ Allow interactions to alter or reinforce
perceptions.
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Communication Interactions
• Levels of Interactions
▫ Level 1 Interactions:
 Avoid judgments, attitudes, and feelings
 Are safe and superficial
 Dominate interactions where there is little relational
history, where trust has yet to be established, and
the role relationship between superiors and
subordinates.
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Communication Interactions
• Levels of Interactions
▫ Level 2 Interactions:
 Require trust and risk-taking
 More revealing of ideas, feelings, and information
 Although riskier, can be ended easily
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Communication Interactions
• Levels of Interactions
▫ Level 3 Interactions:
 Involve full disclosure
 Deal with intimate and controversial areas of inquiry
 Requires a positive relationship
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Communication Interactions
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Communication Interactions
• Gender, Culture, and Interactions
▫ Women disclose more freely than men.
▫ Culture may dictate what we disclose and to
whom.
▫ Positive and negative face are universal motives.
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Communication Interactions
• Verbal Interactions
▫ Never assume communication is taking place.
▫ A word rarely has a single meaning.
▫ Words may be so ambiguous that any two parties
may assign very different meanings to them.
▫ Beware of words that sound alike.
▫ Words are rarely neutral.
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Communication Interactions
• Nonverbal Interactions
▫ Nonverbal signals send many different messages.
▫ Any behavioral act, or its absence, can convey a
message.
▫ In mixed messages, the how may overcome the
what.
▫ Verbal and nonverbal messages are intricately
intertwined.
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Feedback
• Be perceptive, sensitive, and receptive.
• It is difficult to listen with your mouth open and
your ears closed.
• Be flexible in selecting listening approaches.
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Feedback
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Feedback
• Listening for Comprehension
▫ The intent of listening for comprehension is to
understand content.
• Listening for Empathy
▫ The intent of empathic listening is to understand the
other party.
• Listening for Evaluation
▫ The intent of evaluative listening is to judge content
and actions.
• Listening for Resolution
▫ The intent of dialogic listening is to resolve problems.
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The Interview Situation
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The Interview Situation
• Initiating the Interview
• Who initiates an interview and how may affect
control, roles, and atmosphere.
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The Interview Situation
• Perceptions
▫ A party may see the interview as routine or an
event.
▫ Settings are seldom neutral.
▫ Perceptions are critical in moving beyond Level 1
interactions.
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The Interview Situation
• Time of Date, Week, and Year
▫ Each of us has an optimum time for interactions.
▫ Take into account events before and after
interviews.
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The Interview Situation
• Place
▫ We value and protect our turf.
▫ Don’t underestimate the importance of place.
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The Interview Situation
• Surroundings
▫ Surroundings help to create a productive climate.
▫ Control noise to focus attention on the interaction.
▫ Come to each interview ready to communicate.
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The Interview Situation
• Territoriality
▫ Maintain an arm’s length of distance between
parties.
▫ Relationship affects territorial comfort zones.
▫ Age, sex, and culture influence territorial
preferences.
▫ Seating Arrangement
 Desire for control often determines seating.
 Seating may equalize control and enhance the
interview climate.
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The Interview Situation
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Outside Forces
• We are not really alone with the other party.
• Outside forces determine roles in many
interviews.
• Know what advice you must take.
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Outside Forces
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Summary
• Interviewing is a dynamic, complicated process
between two complex parties operating with
imperfect verbal and nonverbal symbols guided
and controlled by perceptions and the situation.
• A thorough understanding of the process is a
prerequisite for successful interviewing.
• Interviewer and interviewee must be flexible and
adaptable in choosing which approach to take.