Communicating for Results 9e 4 Key Ideas Importance of effective listening Signs of poor listening Causes of poor listening Improving listening skills

Communicating for Results

9e

4Key Ideas

•Importance of effective listening•Signs of poor listening•Causes of poor listening•Improving listening skills•Payoffs of effective listening

Effective Listening

1Copyright Cengage © 2011

Consider this…Consider this…

Every time you communicate two Every time you communicate two

things happen. First your behavior things happen. First your behavior either contributes to or hinders the either contributes to or hinders the accomplishment of your task. accomplishment of your task. Second, Your relationship with the Second, Your relationship with the other person is either other person is either strengthened or harmed. Your strengthened or harmed. Your listening ability . . . affects both of listening ability . . . affects both of these dimensions.these dimensions.

Brownell, Listening, Allyn and Bacon, 2002, p. 9


Engineer’s Listening Experience Engineer’s Listening Experience

Read or describe the case studyAnswer the following questions:

Evaluate LeMessurier’s listening skills.Which communication style in Chapter 3 fits LeMessurier?Was it ethical for LeMessurier to withhold this information from the public?


Citigroup Case StudyCitigroup Case Study

Effective Listening in OrganizationsEffective Listening in Organizations

Listening to customersListening to employeesListening to supervisorsListening to coworkers

Copyright Cengage © 2011 4

Listening to CustomersListening to Customers

Discover needed product & service changes

Learn about competition Increase sales and customer

satisfaction

Advantages include Advantages include . . .. . .

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Listening to EmployeesListening to Employees

Increases employee satisfaction

Shows support

Creates open climate

Advantages includeAdvantages include . . . . . .


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When Listening to the BossWhen Listening to the BossGlatthorn & Adams suggest the following . . .Glatthorn & Adams suggest the following . . .

Listen to know your boss Use this knowledge to guide

interactions Develop expertise your boss values Be wary of giving advice

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When Listening to the BossWhen Listening to the BossGlatthorn & Adams suggest the following . . .Glatthorn & Adams suggest the following . . .

Build off supervisor’s ideas Praise appropriately Don’t criticize superiors

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Listening to CoworkersListening to Coworkers Listening helps develop strong

relationships Types of listening

Comprehension Therapeutic Critical

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Listening to CoworkersListening to CoworkersGlobal tips include . . .Global tips include . . .

Focus on information gathering & sharing

Use humor as morale booster Learn to tolerate ambiguity Explain ideas completely Show you are listening

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Responses That Can Indicate Non-acceptanceResponses That Can Indicate Non-acceptanceListener’s Response Implied Message

Ordering, demanding: You must try . . . You have to try . . .

Don’t feel, act or think that way. Do it my way.

Criticizing, blaming disagreeing: You aren’t thinking about this properly . . .

You are wrong if you have that feeling, act or think that way,

Advising, giving answers: Why don’t you . . . Let me suggest . . .

Here’s a solution so you won’t have that feeling, act or think that way.

Praising, Agreeing: But you’ve done such a good job . . . I approve of . . .

Your feelings, actions, and opinions are subject to my approval

Reassuring, Sympathizing: Don’t worry. . . You’ll feel better . . .

You don’t need to have that feeling, act or think that way.

Interpreting, diagnosing: What you need is . . . Your problem is . .

Here’s the reason you have for feeling, acting or thinking that way.

Diverting, avoiding: We can discuss this later . . . That reminds me of . . .

Your feelings, actions, and opinions aren’t worthy of discussion

Kidding, using sarcasm: That will be the day. . . Bring out the violins . . .

You’re silly if you persist is having that feeling, acting or thinking that way.

Copyright Cengage © 2011 11Norma Carr-Raffino, 1985

Signs of Poor ListeningSigns of Poor ListeningAre you guilty of any of these signs? Are you guilty of any of these signs? Learning of events too late Information must be repeated Always putting out fires Tasks given to others

Increase in written communication


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Habits of Poor ListeningHabits of Poor ListeningAre you guilty of any of these habits? Are you guilty of any of these habits? Calling the topic boring Criticizing the speaker’s delivery Orally or mentally interrupting to

disagree Listening only for facts

Takes detailed notes of

everything


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Bad Listening Habits Bad Listening Habits (con’t)(con’t)

Pretending to listen Tolerating or creating distractions Avoiding listening to difficult

material Reacting emotionally by tuning out Daydreaming


Barriers to Poor ListeningBarriers to Poor Listening Physical Barriers Personal Barriers Physical well-being

Psychological distractions Attitudinal biases

Gender Barriers Semantic Barriers


Awareness Check: Listening SkillsAwareness Check: Listening Skills


How are your listening skills? To check your listening effectiveness, take the following quiz. Compare your answers with those in the back of this book. You can also take this quiz and view the answers online at your Premium Website for Communicating for Results.

Directions: For each of these statements about your listening skills, select one of the following: A = yes, B = sometimes, or C = no.

___1. I feel uncomfortable when listening to or responding to my supervisor.___2. When I disagree with a person, I pretend to listen to what they are saying.___3. I usually focus on facts when people are speaking.___4. I have difficulty concentrating on the instructions that others give me.___5. When speakers say something that makes me mad, I usually tune them out.___6. I seldom seek out the opportunity to listen to new ideas.___7. I find myself daydreaming when others seem to ramble on.___8. I often argue mentally or aloud with what someone is saying even before he or she finishes.___9. I find that others are always repeating things to me.___10. When listening to speakers, I often concentrate on what they are wearing or on their mannerisms.Number of times you answered A ______Number of times you answered B ______Number of times you answered C ______

Awareness Check: Gender BarriersAwareness Check: Gender Barriers How accurate are you in determining gender differences? To find out,

take the following quiz and check your answers against those in the back of this book. You can also take this quiz and view the answers online at your Premium Website for Communicating for Results.

Directions: For each question, write “M” if you think the answer is men;

write “W” if you think it is women; write “S” if you think it is the same for both men and women. Then compare your responses with the answers and explanations drawn from the latest research (questions adapted from Rozema & Gray, 1989, and updated from current research).

___1. In office discussions, who usually talks more often?___2. Who is better at interpreting nonverbal cues while listening?___3. When speaking to others, who tends to attach more tag questions

(such as “Don’t you agree?” and “Right?”) to statements?___4. Who is more likely to view a conversation in a competitive rather

than cooperative manner?___5. In office discussions, who usually works harder to keep the

conversation going?___6. During a conversation, who tends to interrupt more often?___7. While listening, who is less likely to ask questions, especially if

asking will reveal a lack of knowledge?___8. Whom do colleagues consider the better listener?


Stages of ListeningStages of Listening Sensing

Interpreting>


Attribution TheoryAttribution Theory

Explains problems in the Interpretation Phase

Original Theorist: Fritz Heider, The Psychology of Interpersonal Relations, 1958.

Definition: The process of drawing inferences or how people process information and use it to explain the behaviour of others and self.


Attribution TheoryAttribution Theory

Involves a Three-Step Process: Perceive an action judge intent of actionAttribute reason for action.

Fundamental Attribution Error (Ross, 1977)Overestimate the role of the person’s

characterUnderestimate the role that the

situation has on behaviour


Stages of ListeningStages of Listening

Sensing

Interpreting Evaluating

Responding

Memory


Improving Listening SkillsImproving Listening Skills Listen for facts and feelings

Identify speaker’s main points

Take brief notes

Constantly summarize previous points

Relate information to current policies & procedures

Avoid prejudiceIF

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Payoffs of Effective ListeningPayoffs of Effective Listening

Discovering values, needs expectations and goals of supervisors and co-workers

Better management-employee relations

Better decisions in emergencies

Constantly summarize previous points

Learning from others experience23Copyright Cengage © 2011

Communicating for Results

9e

4Key Ideas

•Importance of effective listening•Signs of poor listening•Causes of poor listening•Improving listening skills•Payoffs of effective listening

Effective Listening


Documents

Communicating for Results 9e 4 Key Ideas Importance of effective listening Signs of poor listening Causes of poor listening Improving listening skills