Chapter 17 –

Communication and

Interpersonal Skills

By: Derek Heldman, Justin Karch

and Mitch Mckceown

Lets Start off with a GAME!

Vid

eo

(com

munic

ati

on

Tips)

Effective Communication Skills & Tips Training Video

http://www.youtube.com/wat

ch?v=K15ca0n0ois

New

Work

pla

ce

Communication is an interpersonal

process of sending and receiving

symbols with messages attached to

them Work of managers and team leaders is

a highly interpersonal and

communication job No matter what position you have in

an organization, communication and

interpersonal skills are vital to a

person’s success As well as being able to communicate

personally, being able to

communicate via writing is a critical

managerial skill Communication helps managers

connect with their workers and help

create a more inspirational work

environment

What

is e

ffect

ive

Com

munic

ati

on?

Effective communication

occurs when the intended

message by the sender is

fully understood and

interpreted correctly In many instances in the

work place the intended

message is not always

received and is misunderstood Efficient communication

occurs at minimum cost in

terms of resources expended

Tele

phone G

am

e

on a

Big

ger

Sca

lehttp://www.youtube.com/wat

ch?v=wLIlkPNnxUI

Pers

uasi

on a

nd

Cre

dib

ility

Persuasion is presenting

a message in a manner

that causes the other

person to support it One of the most

important forms of communication Credibility is trust,

respect, and integrity in

the eyes of others Earning credibility takes

time

Com

munic

ati

on

Channels

Communication channel is

a medium through which

the sender conveys a

message to the receiver .

When choosing a communication channel,

combinations of channels

are used to better connect team members.

EX. Written notes, typed

documents, word of mouth, etc.

Non –

Verb

al

Sig

nals

Non – verbal communication

takes place through gestures

and body language Non – verbal communication

is very powerful when

communicating, not only in a

work place but in everyday

life A mixed message results

when words communicate one

message, while actions, body

language, or appearance

communicate something else

http://www.youtube.com/watc

h?v=2qsa66AqXTo

Phys

ical

Dis

tract

ions

Any number of physical distractions

can affect the efficiency of a company. These distractions can vary

from; cell phone interruptions, drop – in

visitors and lack of privacy.

Act

ive L

iste

nin

g Active listening is the process of

taking action to help someone say

exactly what he or she really means

This involves listening fully to what

is being said to understand

completely. It also involves being

disciplined in controlling emotions

and holding back premature

comments or conclusions

5 R

ule

s of

Act

ive

List

enin

g

1. Listen for message content: Try

to hear exactly what content is

being conveyed in the messages

2. Listen for feelings: Try to

identify how the source feels

about the content in the message

3. Respond to feelings: Let the

source know that her or his

feelings are being recognized

4. Note all cues: Be sensitive to

non – verbal messages; be alert

for mixed messages5. Paraphrase and restate: State

back to the source what you think

you are hearing

Guid

elin

es

for

Const

ruct

ive

Feedback

1. Give feedback directly and with

real feeling based on trust

between you and the receiver

2. Make sure that feedback is

specific rather than general. Use

good, clear, and preferably recent

examples to make your points.

3. Give feedback at a time when

the receiver seems most willing or

able to accept it. 4. Make sure the feedback is valid;

limit it to things the receiver can

be expected to do something

about. 5. Give feedback in small doses,

never give more than the receiver

can handle at any particular time.

Inte

ract

ive

Managem

ent

Interactive management uses a

variety of means to keep

communication channels open

Management by Wandering Around

(MBWA) involves dealing directly

with subordinates by regularly

spending time walking around and

talking with them about work-

related matters. What is the objective of MBWA?

360° Approach – to provide

managers with constructive

feedback An important but sometimes

neglected part of communication in

the work force involves proxemics

and the use of space.

Tech

nolo

gy

Uti

lizati

on

Technology has become a

fundamental part of business today, especially in

regards to communication.

Email, voice mail, instant

messaging, teleconferencing, online

discussions, videoconferencing, virtual or

computer mediated meetings, intranets, and

web portals have become

the standard for communication in the work

force.

The P

erc

epti

on

Proce

ss

Perception is the process

through which people receive

and interpret information from

the environment. One of the ways in which

perception exerts its influence

is through attribution, the

process of developing

explanations for events.

In addition to the attribution

errors a variety of perceptual

tendencies and distortions

can also influence communication and workplace behavior.

The P

erc

epti

on

Proce

ss

A halo effect occurs when

one attribute is used to

develop an overall impression of a person or

situation Selective Perception is the

tendency to single out

aspects of a situation or

person that reinforces with

one’s existing beliefs,

values, or needs. Projection is the assignment

of personal attributes to

other individuals

Conflic

t

Conflict is a disagreement

between people on substantive or emotional

issues. Substantive conflicts involve

disagreements over such

things as goals and tasks

Emotional conflicts result

from feelings of anger,

distrust, dislike, fear, and

resentment, as well as from

personality clashes and

relationship problems

How

to D

eal w

ith

Conflic

t

Conflict Resolution: The removal

of the substantive and/ or

emotional reasons for a conflict

Managers use various approaches to

deal with conflicts between individuals

or groups Conflicts can lead to destruction in the

workplace, therefore a less successful

business Managers tend to implement specific

devices that will control conflict in the

workplace Conflict between co-workers is

common and normal, controlling and

dismissing the conflict is essential

http://www.youtube.com/watch?v=gYNei77

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5 Inte

rpers

onal

Sty

les

of

Conflic

t M

anagem

ent

Avoidance: being uncooperative and unassertive;

downplaying disagreement,

withdrawing from the situation,

and/ or staying neutral at all

costs Accommodation: being co-

operative but unassertive;

letting the wishes of others rule;

smoothing over or overlooking

differences to maintain harmony

Competition: Being un co-

operative but assertive; working

against the wishes of the other

party, engaging in win-lose

competition

5 Inte

rpers

onal S

tyle

s

of

Conflic

t M

anagem

ent

(Conti

nued)

Collaboration: Being

co-operative and assertive; trying to fully satisfy everyone’s

concerns by working

through differencesNegotiation: the

process of making joint decisions when

the parties involved have different preferences

Negoti

ati

on G

oals

and A

ppro

ach

es

There are two important goals

in negotiations.1.Substance goals (concerned

with outcomes)2.Relationship goals

(concerned with the process)

Distributive Negotiation:

focuses on `win-lose` claims

made by each party for

certain preferred outcomes

Principled Negotiation: uses a

`win-lose` orientation to

reach solutions acceptable to

each party

Four

Key

Rule

s to

N

egoti

ati

on

1. Separate the people

from the problem2. Focus on interests,

not on positions3. Generate many

alternatives4. Insist that results be

based on some objectives

Eth

ical I

ssues

in

Negoti

ati

on

Managers should maintain

high standards of ethical

conduct even when engaged in a dynamic and

challenging situation The motivation to act

unethically may arise when

personal benefit is presented When unethical behavior

occurs in negotiation, the

person involved may try to

explain it away with inappropriate rationalizing

Eth

ical I

ssues

in

Negoti

ati

on

(Conti

nued)

These excuses for questionable behavior

are morally unacceptableNegotiators using unethical tactics will

incur lasting legacies

of distrust, disrespect

and dislike

Lets END it with a GAME!