Download Communication as basis for organisations by prof. Christian Gerloff

„MUSICOMMUNICATION“
MILAN,ITALY SEPTEMBER/OCTOBER 2009
„Communication as basis for organizations“
PROF: CHRISTIAN GERLOFF
STUTTGART; GERMANY
COMMUNICATION
Feedback for a better understanding
transmitter
receiver
receiver
transmitter
What do you see?
Which circle in the middle is bigger? The one
on the right or the left?
Convex or concave?
Just dots – or are they?
What do you see?
What does this sign say?
How many legs has this elephant got?
MEMORY
Less speed and quantity
of information
more capacity
QUANTITY
LONG-TERM
SHORT-TERM
SENSORY MEMORY
MEMORY
100 %
quantity
75% is forgotten after one day
25 %

24 hours
time
MEMORY
quantity
information
time
MEMORY
we can remember:
What we see
What we hear
What we see
and hear
What we can
talk about
What we do
90 %
70 %
50 %
30 %
20 %
„Iceberg“ of communication
Factual objectives, specific
agreements, numbers, the
‘hard facts‘
Hopes, fears, emotional state –
also with regard to hard facts
Factual level 1/7
Relationship
level 6/7
COMMUNICATION
content / logic
task /
problem
Procedure
interaktion / emotion
aim
COMMUNICATION
Four steps for the procedure
analysis
possibilities
assessment
decission
● issue
● informations
● facts/figures
● Szenarios
●alternatives
A,B,C
● selection
of
alternatives
● target/aim
● suggestions
● criteria
● protocol
COMMUNICATION
Concept of feedback
• Feedback is my response related to my perception of another
person‘s behaviour or performance
• It is my perception of a situation but not a universal reality/ truth
• By giving feedback, I enable my counterpart to widen his/her
own perception and horizon – if he/she wants to and sees my
perception as useful and right for himself/herself
• Feedback is an opportunity for constructive discussion and
continuous learning for everyone involved
• It is not always easy to give and receive feedback – the
subsequent rules are aimed to ease the discussion and enable
mutual feedback to unfold and work constructively
COMMUNICATION
Feedback tips for the Giver
• Use the I-form, I-messages (no You-messages or We-messages)
• If possible positive and negative (on no account only negative)
• As direct as possible, as soon after the event as possible
• Describe situation in concrete and specific ways
• Where appropriate give own thoughts about it (“I like it very much, I do not like it so much…“)
COMMUNICATION
Feedback tips for the Receiver
• No discussion
• No defending
• Where applicable questions to enhance understanding
• Listen quietly
• My inner attitude is:
I have heard what you have said.
Thank you for saying it.
I will think about it and decide myself about my future acting
Organizational Communication
to achife the defined goals
Corporate
Identity
Marketing
Print Media
Teamwork
Goals
Video
Conference
Puplic
Relations
E-Mail
Political
Environment
TARGET-SETTING
customer/
purpose
Wy are we doing
this?
For whom are
we doing this?
stakeholders
Aim
What do we need to
achieve in the time
available?
End result
Against wich criteria
will the result be
measured?
criteria
“SMART-Rule” in agreement on objectives
Specific
Measurable
Attractive
Realistic
Time-based
When agreeing on comprehensive tasks and goals, this rule
provides structured help to create an effective communication
strategy as well
HIERARCHY OF AIMS
why
Assessment of the windows
why
why
why
In order to renovate
the window front
why
In order to compare offers
from window companies
to day
in two month
In order to increase
hotel bookings
In order to modernize the
image of the hotel
how
how
how
in one year
in 18 month
in two years
In order to increase
earnings
how
STRUCTURE OF ORGANIZATIONS
hierarchical structure
level 1
order
Information/
report
cooperation?
level 2
level 3
level 4
STRUCTURE OF ORGANIZATIONS
Matrix-Management
strategie
region 1
region 2
region 3
marketing
communication
administration
STRUCTURE OF ORGANIZATIONS
System of „linking pins“
Organizational-development
Managementcycle
Transfer
Analysis
6
Controlling
1
2
5
4
Target setting/
agreement
3
Execution
Measures
Personnel-Development
Education
• apprenticeship
• training
• managementqualification
PD
=
Education
Promotion
• recruitment
• learning on the job
• coaching
PD
=
Education
+
Promotion
Organizationaldevelopment
• teambuilding
• Projects
• structure/processies
PD
=
Education
+
Promotion
+
Organizationalchange
“He wants to but is not able to”
“He does not want to and is not able to”
“He does not want to but is able to”
“He wants and is able to”
SUMMARY
Formulate clear and exactly
Listen carefully
Operate with feedback
Use different media
Have a straight strategy
Well organised and structured
Setting concret targets
Think about the volume
Control the impact
THE „PYRAMIDE“ OF TRUST
trust
understanding
communication
information