Communication “the lubricant of organizations…”. Communicating: Vital aspect of management The...

Communication“the lubricant of organizations…”

Communicating:Vital aspect of management

The art of being able to structure and transmit a message in a way that

another can easily understand and/or accept

Types of Communication

• Verbal– Oral– Written– E-mail

• Nonverbal– Expression– Expressive behaviors– Body language

Communication Distinctions• Formal/Informal

– Official/unofficial information exchange

• Vertical/horizontal– Superior-subordinate/peers

• Personal/impersonal– Situation of mutual influence/exchange without mutual

influence

• Instrumental/expressive– Necessary for job/nonjob information transmission

• message formation

• message encoding

• message transmission

• message reception

• message decoding

Sender-Receiver Model:Each single communication 5 steps

PATHWAY BETWEEN 2 PEOPLE- INTERACTION OCCURS

PERCEPTION AND INTERPRETATION FORM FILTERS FOR MESSAGES

Creates potential for communication breakdown:

Result=miscommunication

USE SIMPLICITY, CLARITY, APPROPRIATE TIMING,RELEVANCE, ADAPTATION TO CIRCUMSTANCES, ANDCREDIBILITY

Communication Networks

WheelY

Chain

Circle All-channel

Effectiveness of Communication

• Related to timing

• Related to choice of channel

• Related to message structure

• Related to delivery style

• Related to mode

NURSING AND HEALTH CARE COMMUNICATION

IS COMPLICATED BY JARGON!

List a Few!

FEEDBACKRelated to communication

Related to morale

Sequelae of delegation

FEEDBACK LOOP

FEEDBACK AND CRITICISM

• Both constructive/negative criticism exist– Use feedback constructively to improve

individual and team productivity and performance

• Affects morale, motivation and team cohesiveness– Leader directed feedback is powerful tool in

shaping behavior of team as team

Four Types of Feedback

• Clarifying

– restating instructions, making sure there is no confusion

• Interpretive

– involves making observation of the team’s behavior

• Judgmental

– involves drawing conclusion in form of value judgment

• Personal reaction

– gives information about your personal feelings

Practice Giving Feedback to the Following:

1. In your family planning clinic, one of the assistants who also performs secretarial work has decided to telephone the patients their HIV test results before consulting with you, the RN who generally counsels patients about these issues.

2. A medical assistant has been discussing confidential information about patients in the coffee room.

3. Maria, the nursing assistant on the night shift at the long-term care center, routinely complains about having to turn patiens who are “just going to die anyway.”

4. You have observed a new colleague drawing blood without using gloves. Someone needs to talk with her.

Communication Strategy:Responding to Criticism

• Ask for more information

• Agree with the critic

• Use listening skills to guide the critic toward the real problem source

CONSTRUCTIVECRITICISM

• Not focused on blame

• Not person’s characteristic, attack, defamation of character

• Focused on an analysis of the problem

• Positive critiquing includes:– BALANCING THE POSITIVES AND

NEGATIVES– POINTING OUT PROBLEMS AND SOLUTION

OPTIONS

Appearance and behavior combine to add to the total communication

ORGANIZATIONCOMMUNICATION

• Group dynamics

• Multiple people, influence, personalities, politics

• Types of information transmission, flow of formal and informal information– (e.g. RIFs, rules, charges, liabilities)

Six Areas of Organizational Communication Problems

• Accessibility of information

• Communication channels

• Clarity of messages

• Span of control

• Flow control/communication load

• Individual communicators

SPECIFIC COMMUNICATION PROBLEM AREAS

• Verbal abuse

• Sexual harassment

Communication Styles

• Passive

• Aggressive

• Passive-aggressive

• Assertive

Communication Intervention Techniques

• Assertive communication

– Shift your focus

– Create a positive open attitude

– State your perception

– Establish mutual goals

• Use of “I” messages

• Incorporate balance

• Include strengths, review contributions

• Solicit feedback