Download Ch2 Interpersonal Comm Process

Chapter 2
An Interpersonal
Communication
Process
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
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The Two Parties in the Interview
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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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Slide 5
Interchanging Roles During
Interviews
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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
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Directive Approach
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A directive approach allows the interviewer to
maintain control.
Nondirective Approach
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A nondirective approach enables the interviewee
to share control.
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Interchanging Roles During
Interviews
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Combination of Approaches
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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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4.
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
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Perceptions of Self
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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.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Perceptions of Interviewer and
Interviewee
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Perceptions of the Other Party
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Perceptions are a two-way process.
Allow interactions to alter or reinforce perceptions.
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Communication Interactions
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Levels of Interactions
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Level 1 Interactions:
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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
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Levels of Interactions
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Level 2 Interactions:
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Require trust and risk-taking
More revealing of ideas, feelings, and information
Although riskier, can be ended easily
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Communication Interactions
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Levels of Interactions
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Level 3 Interactions:
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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
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Sex, Culture, and Interactions
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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
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Verbal Interactions
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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
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Nonverbal Interactions
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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
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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
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Listening for Comprehension
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Listening for Empathy
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The intent of empathic listening is to understand the other
party.
Listening for Evaluation
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The intent of listening for comprehension is to understand
content.
The intent of evaluative listening is to judge content and
actions.
Listening for Resolution
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The intent of dialogic listening is to resolve problems.
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The Interview Situation
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The Interview Situation
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Initiating the Interview
• Who initiates an interview and how may affect
control, roles, and atmosphere.
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The Interview Situation
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Perceptions
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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
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Time of Date, Week, and Year
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Each of us has an optimum time for interactions.
Take into account events before and after
interviews.
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The Interview Situation
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Place
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We value and protect our turf.
Don’t underestimate the importance of place.
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The Interview Situation
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Surroundings
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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
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Territoriality
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Maintain an arm’s length of distance between
parties.
Relationship affects territorial comfort zones.
Age, sex, and culture influence territorial
preferences.
Continued…
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The Interview Situation
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Territoriality
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Seating Arrangement
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Desire for control often determines seating.
Seating may equalize control and enhance the
interview climate.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
The Interview Situation
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Outside Forces
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We are not really alone with the other party.
Outside forces determine roles in many
interviews.
Know what advice you must take.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Outside Forces
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.
Summary
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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.
© 2009 The McGraw-Hill Companies, Inc. All rights reserved.