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Today:
• We will:
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Have your first quiz
Go over the projects
Learn about different communication styles
Learn about and practice active listening and
communication
– Learn how to give/receive feedback
Managerial Skills Lecture
Active Listening
and
Communication
Communication Model
SENDER
ENCODE
TRANSMIT
DECODE
RECEIVER
MESSAGE
(NOISE)
(NOISE)
FEEDBACK
Some Barriers
To Communication?
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Frames of Reference
Semantics
Value Judgments
Selective Listening
How Can You Adapt to Diversity
of Communication Styles?
• Differences in Communication
Styles
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The Socializer
The Director
The Thinker
The Relater
Active Listening
• Mirroring - copying (e.g. body language,
style of speaking)
• Attending – eye contact and body
positioning
• Closed/leading questions – can be answered
by yes/no or with single or few words
– To gain quick responses
Active Listening
• Open questions - what, how (feelings) & why
– To understand the problem; to understand the issue
from the other’s point of view; to draw out the speaker
• Encouraging –nodding and smiling, or by
repeating key words
– showing interest, keep the person speaking
• Paraphrasing – repeating the gist of the idea in
your own words
– showing or checking understanding
When to Use Open and Closed Questions
• Use closed questions when you want to
– save time and energy
– obtain very specific information from the person
– encourage the person to reconstruct a specific event
– avoid extensive explanations on the part of the person
– clarify a point made in answer to an open question
• Use an open question when you want to:
– let the interviewee talk through their opinions without
constraints
– ascertain the depth of the interviewee’s knowledge
– to gather information
SOURCE: Adapted from Downs, Smeyak, & Martin, 1980.
Active Listening
• Reflecting – acknowledging underlying
feelings
• Summarizing – briefly stating what you
have heard
– Longer time period than paraphrase
– Lists main ideas covered
– Often to close off the topic
Basic Listening Sequence
1. Open questions
2. Encouraging
3. Paraphrasing
4. Reflecting
5. Summarizing
Sending Clear,
Understandable Messages?
• Use Multiple Channels.
• Obtain Feedback.
Exhibit : Guides for Giving and Receiving Feedback
Criteria for Giving Feedback
1. Make sure your comments are intended to help recipient.
2. Speak directly.
3. Describe what the person is doing and the effect the
person is having.
4. Be specific, not general (use clear and recent examples).
5. Check to ensure the validity of your statements.
6. Give feedback when the recipient is open to accepting it.
7. Don’t be threatening or judgmental.
8. Include only things the receiver can do something about.
9. Don’t overwhelm the person with more than can be
handled.
Feedback
“I” statements
1. Describe the behavior
2. State the effects of the behavior
3. Tell your feelings about the behavior
e.g.You have been late to the last three meetings. I am
angry because we have to wait for you to arrive before
we can make any important decisions and it makes me
late for my next meeting.
Scenarios for resolution
1. Your roommate doesn’t bath often enough, and it
bothers you
2. Your co-worker regularly calls you personal and
affectionate nicknames (e.g. toots), and it bothers you.
3. Your boss sometimes uses profanity, and it bothers you
4. Your children argue too often when they are together,
and it bothers you.
Descriptive Communication: Feedback
• STEP 1
– Describe as objectively as possible the event, behavior, or
circumstance.
– Avoid accusations.
– Present data or evidence, if needed.
• STEP 2
– Describe your own reactions to or feelings about the event, behavior
or circumstance.
– Describe the objective consequences that have or will likely result.
– Focus on the behavior and on your own reaction, not on the other
individual or their personal attributes.
• STEP 3
– Suggest a more acceptable alternative.
– Be prepared to discuss additional alternatives.
– Focus on the alternative solutions, not on who is right or wrong.
Can you identify problems?
1. You simply can’t keep making these stupid mistakes
2. You never have anything to offer when I ask for
suggestions
3. People think you are a good leader
Counseling vs Coaching
Cultural and Gender
Differences
Fred Fauxpas
• Fred Fauxpas went on an around-the-world business trip. He
started in China, where he presented his host with a
monogrammed piece of silver. Next, he went to Hong Kong,
where he gave his host a clock. In Japan, Fred was
encouraged to hear his business partner say that he would
consider Fred’s proposal. Next stop, Argentina, where Fred laid
out plans for a new factory over lunch. In Venezuela, Fred
kindly inquired after the health of his business partner’s wife.
Fred then went to England, where he purchased a beautiful
bouquet of white lilies for his hostess. Finally, Fred went to
Egypt, where he gave his associate a discrete “thumbs up” to
show how well he thought the meeting was going.