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Chapter 8 Interpersonal Processes &
Behavior
I didn’t say that I didn’t say it. I said that I didn’t say thatI said it. I want to
make that very clear.
Effective Communication
Communication
Communication - the evoking of a shared or common meaning in another person
Interpersonal communication - communication between two or more people in an organization
Communication
Communicator - the person originating the message
Receiver - the person receiving a message
Perceptual screen - a window through which we interact with people that influences the quality, accuracy, and clarity of the communication
Basic Interpersonal Communication Model
Event XMessage• Context• Affect
Perceptual screens
Message - the thoughts and feelings that the communicator is attempting to elicit in the receiver
Feedback loop - the pathway that completes two-way communication
Communication
Language - the words, their pronunciation, and the methods of combining them used & understood by a group of people
Data - uninterpreted and unanalyzed factsInformation - data that have been interpreted,
analyzed, & and have meaning to some userRichness - the ability of a medium or channel
to elicit or evoke meaning in the receiver
The Communication Process
Many people today use a vocabulary of “filler words” that contribute to imprecise language. The following words and phrases distort communication because they’re confusing and ambiguous to listeners:
Like you know See So OKLike oh my God I mean BasicallyAnd all that And everything like thatAnd whatever ‘n’ stuff
Words That Create Distortions
Three Network Types
= Centralized decision maker
= Places where actions are taken and information is generated
Independent,decentralizeddecision makers(cowboys)
Centralizeddecision makers(commanders)
Connected,decentralizeddecision makers(cyber-cowboys)
Source: T.W. Malone, “Is Empowerment Just a Fad? Control, Decision Making and IT,” Sloan Management Review, Winter 1997, pp. 23-35.
Communication Networks
Chain Wheel
All-Channel
Three Common Small-Group Networks
Channelrichness
Type ofmessage
Informationmedium
Leanest
Richest Nonroutine,ambiguous
Routine,clear
Face to facetalk
Telephone
Computer
Memos’letters
Flyers, bulletinsgeneral reports
Hierarchy of Channel Richness
Coping With RumorsAnnounce timetables for making important decisions.Explain decisions and behaviors that may appear inconsistent or secretive.Emphasize the downside, as well as the upside, of current decisions and future plans.Openly discuss worst case possibilities -it is almost never as anxiety provoking as the unspoken fantasy.
Implications for ManagersLess uncertainty, the greater the satisfactionLess distortion in communication equals:Incongruities between verbal and nonverbal communiqués increase uncertainty and reduce satisfaction.The goal of perfect communication is unattainable.The issue of communication is critical to motivation.
ACTIVE LISTENING
“You can not truly listen to anyone and do anything else at the same time.”
M. Scott Peck
Reflective Listening
Reflective Listening - the skill of listening carefully to another person and repeating back to the speaker the heard message to correct any inaccuracies or misunderstandings
This complex process needs to be divided to be understood
What I heard you say was we will understand the
process better if we break it into steps
Response
ADVICETo make a judgment on the goodness-badness or rightness/wrongness To tell the sharer what he should do
Sets one person above the otherSays, “I know your situation better than you do.”May put sharer on defensiveMoves focus from sharer to listener
INTERPRETATION To teachTo tell what the problem meansTo explain the cause of the problem
Gives informationIntellectualizes the conversation (Moves it away from feelings)Closes off further sharingMoves focus from sharer to listener
SUPPORT To reassureTo minimize the feeling
Makes person feel less aloneSometimes give “you just don’t understand my problem” feelingMinimizes feelingsShifts focus from feelings of sharer to feelings of listener
PROBING To seek further information (a question)To tell the sharer what to talk about
Gets informationLimits areas about which sharer can talkMoves focus from what sharer wants to say to what listener wants to hear
PARAPHRASE To check whether the responder understands the messageTo clarify the problem
Encourages the sharer to go on and explore his feelings and ideas furtherCommunicates acceptance and concern to sharer
Levels of Empathy
Level One The responder pays no attention to the content or feelings of the speaker. She ignores, argues with, denies, evaluates, or judges both the content and the feeling expressed.
Level Two The responder pays attention to the content of the message, but not the feelings of the sharer. He ignores, denies or evaluates the feelings.
Level Three The responder pays attention to both the feelings and the content of the sharer’s communication. She, however, ‘hears’ only the verbal and surface level of the communication.
Level Four The listener adds noticeably to the sharer’s expression, hearing feelings even deeper than those the speaker was expressing. The response reflects concern, which encourages the sharer to go on. The listener responds with accuracy to all feelings, communicating a full awareness of the sharer as a person.
Reflective Listening
Helps the receiver & communicator clearly & fully understand the message sent
Useful in problem solving
Reflective ListeningReflective listening emphasizes
the personal elements of the communication processthe feelings communicated in the messageresponding to the communicator, not leading the communicatorthe role or receiver or audienceunderstanding people by reducing perceptual distortions and interpersonal barriers
Reflective Listening: 4 Levels of Verbal
Response
Affirm contactAffirm contact
Paraphrase the expressedParaphrase the expressed
Clarify the implicitClarify the implicit
Reflect “core” feelingsReflect “core” feelings
Effective ListeningMake eye contact.Exhibit affirmative head nods and appropriate facial expressions.Avoid distracting actions or gestures.Ask questions.Paraphrase.Avoid interrupting the speaker.Don’t over talk.Make smooth transitions between the roles of speaker and listener.
Effective ListeningFind an area of interest.Judge content and not delivery.Hold your fire.Listen for ideas.Be flexible.Resist distractions.Keep your mind open.Work at listening.
Steps To Effective Listening
AttendingFollowingReflecting
Responding
One-way Vs. Two-way Communications
One-way communication - communication in which a person sends a message to another person and no questions, feedback, or interaction follow
good for giving simple directionsFast but often less accurate than 2-way communication
Two-way communication - a form of communication in which the communicator & receiver interact
good for problem solving
Five Keys to Effective Supervisory
CommunicationExpressive speakingEmpathetic listeningPersuasive leadershipSensitivity to feelingsInformative management
Barriers to Effective Communication
FilteringSelective PerceptionDefensivenessLanguage
Barriers to Communication
Physical separationStatus differencesStatus differencesGender differencesCultural diversityLanguage
Communication Communication Barriers - Barriers - factors that block or significantly distort successful communication
Message Influences
Factors thatinfluencesent & receivedmessages
Age
Gender
Culture
Defensive CommunicationDefensive Communication - communication
that can be aggressive, attacking & angry, or passive & withdrawing
Leads toinjured feelingscommunication breakdownsalienationretaliatory behaviorsnonproductive effortsproblem solving failures
Defensive CommunicationDefensive Behaviors1 Evaluation2 Control3 Strategy4 Neutrality5 Superiority6 Certainty
Supportive Behaviors1 Description2 Problem Orientation3 Spontaneity4 Empathy5 Equality6 Provisionalism
Nondefensive Communication
Nondefensive communication - communication that is assertive, direct, & powerful
Providesbasis for defense when attackedrestores order, balance & effectiveness You are feeling
really angry right now.
Two Defensiveness Patterns
Subordinate Defensiveness - characterized by passive, submissive, withdrawing behavior
Dominant Defensiveness - characterized by active, aggressive, attacking behavior
Defensive Tactics
Boss
Employee
Nondefensive Communication: A Powerful Tool
Speaker exhibits self-control & self possessionListener feels accepted rather than rejectedCharacterized by
assertivenesscontrolinformative approachcenteredrealismhonesty
Po
we
r
Nonverbal CommunicationNonverbal communication - all elements of
communication that do not involve wordsFour basic types
Proxemics - an individual’s perception & use of spaceKinesics - study of body movements, including postureFacial & eye behavior - movements that add cues for the receiverParalanguage - variations in speech, such as pitch, loudness, tempo, tone, duration, laughing, & crying
Proxemics: Territorial Space
Territorial space - bands of space extending outward from the body; territorial space differs from culture to culture
ab
cd
a = intimate <1.5’
b = personal 1.5-4’
c = social 4-12’
d = public >12’
Proxemics: Seating Dynamics
Seating dynamics - seating people in certain positions according to the person’s purpose in communication
Cooperation
X O
Non-Communication
O X O
Competition
X
O
Communication
XO
Decoding Non-verbal Cues
Boss fails to acknowledge employee’s greeting
He’s unapproachable!
Manager sighs deeply
He’s angry! I’llstay out of his way!
No eye contact while
communicating
I wonder whathe’s hiding?
My opinion doesn’t count
Boss breathes heavily & waves
arms
Gender and Communication
Does gender really make a difference?Differences:
PurposeLevel of InvolvementStyle
Childhood -- Growing up in Different Worlds.
MenEmphasize SportsMilitary MetaphorsGames – rules, boastful winners
WomenGirls Speak SoonerSmall Groups – same sex groupsIntimacy is KeyEmphasis on getting along
Gender Specific BehaviorsMen
PositionProblem SolvingInterruptionsHierarchyIndependenceTalk to Report
WomenPersonalProcessPermissionDisclaimersUpspeakSolidarityTalk to establish Rapport
Cultural Context Effects
Cross-cultural Communication I
There are barriers caused by semantics.There are barriers caused by word connotations.There are barriers caused by tonal differences.There are barriers caused by differences among perceptions.
Cross-cultural Communications IIAssume differences until similarity is proven.Emphasize description rather than interpretation or evaluation.Practice empathy.Treat your interpretations as a working hypothesis.
Verbal Behavior.Clear, slow speech.Repetition.Simple sentences..Active verbs.
Nonverbal Behavior.Visual restatements.Gestures.Demonstrations.Pauses.Summaries..
What Do I Do If They Don’t Speak My Language?
What You Hear, May Not Be What You See.
The FutureWorkplace DiversityGenerational Issues – technology, loyalty, motivation, styles of communication
BoomersBusters
Changing Role ModelsElectronic Communication
Computer-mediated Communication
Informational databasesElectronic mail systemsVoice mail systemsFax machine systemsCellular phone systems
How Does CMC Affect Communication?
Fast, immediate access to informationImmediate access to people in powerInstant information exchange across distanceMakes schedules & office hours irrelevantMay equalize group power May equalize group participation
How Does CMC Affect Communication?
Communication can become more impersonal--interaction with a machineInterpersonal skills may diminish--less tact, less graciousnessNon-verbal cues lackingAlters social contextEasy to become overwhelmed with informationEncourages polyphasic activity
Tips for Effective Use of CMC
Strive for message
completeness
Build infeedback
opportunities
Don’t assume
immediateresponse
Is themessage
reallynecessary?
Regularlydisconnect
from thetechnology
Providesocial
interactionopportunities