Active Listening Article by Rogers and Farson Presented by Adam Fleming

Active ListeningArticle by Rogers and Farson

Presented by Adam Fleming

“We have been given two ears and but a single mouth, in order that we may hear more and talk less. ”

- Zeno the Citum

“active” – listener has definite responsibility

Help speaker work out their problems

Way of approaching those day-to-day problems

Active Listening – What is it?

Carl R. Rogers  M.A. Columbia University Ph.D. Columbia University, Psychotherapy Father of humanistic psychology Known for the person-centered approach

(PCA)  Authored over a hundred publications

explaining his theory of personality development.

Authors

Masters degree University of Minnesota Ph.D. University of Chicago, psychology president of Western Behavioral

Sciences Institute became Rogers’ research assistant intern and counselor at the Counseling

Center and a research associate at the Industrial Relations Center.

Richard E. Farson

Goal – bring about changes in people

Avoid trying to change point of view

Listen for total meaning Respond to feelings Note all cues

Active listening

Not easy to acquire Carries strong element of personal risk Listener will often hear negative

expressions directed at them Listeners emotions are sometimes

barrier Must be able to listen to oneself before

you can listen to others

Problems

Improve productivity

Best practices Richest untapped

source of power available

Organizational goals

Knippen, Jay T., Green, Thad B. (Summer 1994) How the Manager Can Use Active Listening. Public Personnel Management, 23, 357-359.

Being an active listener requires 5 steps

1. Determine when to use active listening

2. Select appropriate technique

3. Use technique selected

4. Evaluate communicators response

5. Take appropriate action

Reference 1

Management Training

Brownell, Judy (Fall 1990) Perceptions of Effective Listeners: A Management Study. The Journal of Business Communication, 27:4, 401-415.

Researchers know less about listening than speaking, reading or writing

60 percent of managers communication time is spent listening Administered a 26 item questionnaire to middle managers and their

subordinates in 6 hospitality organizations.

Findings: Managers over 45 – perceived as poor listeners Female managers – perceived as better listeners than males Almost all managers rated themselves as “very good” or “good” listeners

Discrepancy between managers’ self- perception Direct and frequent feedback is necessary

Reference 2

Survey results

“He who knows does not speak; he who speaks does not know.” - Tao Teh Ching (56:1)

Ramsey, R D (Nov 2007). The most important skills for today's supervisors.  Supervision, 68, 11. p.3

Managers have the toughest job in the business world Takes a myriad of skills to become an effective manager All good leaders are good listeners When leader doesn’t listen, followers quit listening to the leader The most effective supervisors understand that listening is

life's greatest teacher Effective listeners are made, not born. Listen as defined in the dictionary “to make an effort to hear

something…to pay attention; heed”

Reference 3

Decision to listen is up to each manager

Development of listening skills Listen to all language

Open door policy Viewed as a good manager, effective

leader

Conclusion

Questions / Comments?