COMMUNICATION COMMUNICATION SKILLSSKILLS

SYED ANWAR-UL-HASAN SYED ANWAR-UL-HASAN BOKHARIBOKHARI

DEPUTY CONSULTANT, NRBDEPUTY CONSULTANT, NRB

SECRETARIAT TRAINING INSTITUTE

NOVEMBER 29, 2004

INTRODUCTION TO INTRODUCTION TO COMMUNICATIONCOMMUNICATION

KEY TO SUCCESSKEY TO SUCCESS

WHAT YOU SAYWHAT YOU SAY

HOW YOU SAYHOW YOU SAY

““WORDS ARE THE MOST POWERFUL WORDS ARE THE MOST POWERFUL

DRUG USED BY MANKIND”.DRUG USED BY MANKIND”.

((RUDYARD KIPLING)RUDYARD KIPLING)

““TO LISTEN CLOSELY AND REPLY TO LISTEN CLOSELY AND REPLY

WELL IS THE HIGHEST PERFECTION WELL IS THE HIGHEST PERFECTION

WE ARE ABLE TO ATTAIN IN THE WE ARE ABLE TO ATTAIN IN THE

ART OF CONVERSATION”.ART OF CONVERSATION”.

““LA ROCHEFOUCAULD”LA ROCHEFOUCAULD”

CONVERSATION SKILLSCONVERSATION SKILLS

WHEN TO SPEAK AND WHEN TO LISTENWHEN TO SPEAK AND WHEN TO LISTEN HOW TO MOVE A CONVERSATION FROM THE HOW TO MOVE A CONVERSATION FROM THE

PAST TO THE PRESENT AND TO THE FUTUREPAST TO THE PRESENT AND TO THE FUTURE WHY CONVERSATIONAL LINKING IS WHY CONVERSATIONAL LINKING IS

NECESSARYNECESSARY HOW TO DISTINGUISH BETWEEN PARALLEL HOW TO DISTINGUISH BETWEEN PARALLEL

AND SEQUENTIAL CONVERSATIONAND SEQUENTIAL CONVERSATION HOW TO RAISE ENERGY LEVELS IN HOW TO RAISE ENERGY LEVELS IN

DISCUSSIONSDISCUSSIONS HOW TO MOVE BETWEEN PROBLEM-HOW TO MOVE BETWEEN PROBLEM-

CENTRED CONVERSATION AND SOLUTION-CENTRED CONVERSATION AND SOLUTION-CENTRED CONVERSATIONCENTRED CONVERSATION

WHAT IS AN WHAT IS AN ORGANIZATION?ORGANIZATION?

““A GROUP OF PEOPLE ASSOCIATED A GROUP OF PEOPLE ASSOCIATED FOR FOR

BUSINESS, POLITICAL, PROFESSIONAL, BUSINESS, POLITICAL, PROFESSIONAL,

RELIGIOUS, RELIGIOUS, ATHLETIC, SOCIAL, OR ATHLETIC, SOCIAL, OR

OTHER PURPOSES”.OTHER PURPOSES”. ITS ACTIVITIES REQUIRE HUMAN BEING ITS ACTIVITIES REQUIRE HUMAN BEING

TO INTERACT, REACT – TO INTERACT, REACT – COMMUNICATECOMMUNICATE.. ORGANIZATIONS FACILITATE TO EXCHANGE ORGANIZATIONS FACILITATE TO EXCHANGE

INFORMATION, IDEAS, PLANS, ORDER NEEDED INFORMATION, IDEAS, PLANS, ORDER NEEDED

SUPPLIES, MAKE DECISIONS, RULES, SUPPLIES, MAKE DECISIONS, RULES,

PROPOSALS, CONTRACTS, AGREEMENTS ETC.PROPOSALS, CONTRACTS, AGREEMENTS ETC.

ORGANIZATIONAL ORGANIZATIONAL COMMUNICATIONCOMMUNICATION VIRTUALLY EVERY MANAGEMENT FUNCTION AND VIRTUALLY EVERY MANAGEMENT FUNCTION AND

ACTIVITY E.G. PLANNING, CONTROLLING, ACTIVITY E.G. PLANNING, CONTROLLING,

DECISION MAKING, LEADERSHIP AND STAFFING, DECISION MAKING, LEADERSHIP AND STAFFING,

CAN BE CONSIDERED COMMUNICATION.CAN BE CONSIDERED COMMUNICATION.

ORG. PERFORMANCE CORRELATES DIRECTLY ORG. PERFORMANCE CORRELATES DIRECTLY

WITH THE QUALITY OF MANAGERIAL WITH THE QUALITY OF MANAGERIAL

COMMUNICATION.COMMUNICATION.

AN AVERAGE MANAGER SPENDS MORE TIME IN AN AVERAGE MANAGER SPENDS MORE TIME IN

COMMUNICATING THAN DOING ANYTHING ELSE.COMMUNICATING THAN DOING ANYTHING ELSE.

WHAT IS WHAT IS COMMUNICATION ?COMMUNICATION ?

““COMMUNICATION IS THE PROCESS COMMUNICATION IS THE PROCESS

OF TRANSMITTING INFORMATION OF TRANSMITTING INFORMATION

FROM ONE PERSON TO ANOTHER”.FROM ONE PERSON TO ANOTHER”.

““THE TRANSFER OF INFORMATION THE TRANSFER OF INFORMATION

AND UNDERSTANDING FROM ONE AND UNDERSTANDING FROM ONE

PERSON TO ANOTHER PERSON”.PERSON TO ANOTHER PERSON”.

CONTED

(Keith Davis)(Keith Davis)

COMMUNICATION IS A SOCIAL COMMUNICATION IS A SOCIAL PROCESS.PROCESS.

COMMUNICATION IS LIKE COMMUNICATION IS LIKE CHAIN PROCESS, MADE UP OF CHAIN PROCESS, MADE UP OF IDENTIFIABLE LINKS.IDENTIFIABLE LINKS.

““A PROCESS OF A PROCESS OF TRANSMITTING AND TRANSMITTING AND RECEIVING VERBAL AND NON-RECEIVING VERBAL AND NON-VERBAL MESSAGES THAT VERBAL MESSAGES THAT PRODUCE A RESPONSE”PRODUCE A RESPONSE”(MURPHY AND HILDEBRANDT)

““COMMUNICATION REFERS TO COMMUNICATION REFERS TO

THE ACT, BY ONE OR MORE THE ACT, BY ONE OR MORE

PERSONS, OF SENDING AND PERSONS, OF SENDING AND

RECEIVING MESSAGES THAT ARE RECEIVING MESSAGES THAT ARE

DISTORTED BY NOISE, OCCUR DISTORTED BY NOISE, OCCUR

WITHIN A CONTEXT, HAVE SOME WITHIN A CONTEXT, HAVE SOME

EFFECT, AND PROVIDE SOME EFFECT, AND PROVIDE SOME

OPPORTUNITY FOR FEEDBACK”OPPORTUNITY FOR FEEDBACK”(JOSEPH A. DEVITO)(JOSEPH A. DEVITO)

COMMUNICATION IS REPRESENTED BY:COMMUNICATION IS REPRESENTED BY:

10% WORDS – WHAT WE SAY10% WORDS – WHAT WE SAY

30% SOUNDS – TONE30% SOUNDS – TONE

60% BODY LANGUAGE – HOW WE SAY 60% BODY LANGUAGE – HOW WE SAY

ITIT

WHY TO COMMUNICATE?WHY TO COMMUNICATE?

COMMUNICATION SATISFACTION COMMUNICATION SATISFACTION

COORELATES WITH JOB SATISFACTION COORELATES WITH JOB SATISFACTION

AND JOB PERFORMANCE.AND JOB PERFORMANCE.

COMMITMENT CORRELATES WITH JOB COMMITMENT CORRELATES WITH JOB

SATISFACTION AND PERCEPTIONS OF SATISFACTION AND PERCEPTIONS OF

GOOD ORGANIZATIONAL CLIMATE.GOOD ORGANIZATIONAL CLIMATE.

EFFECTIVE EFFECTIVE COMMUNICATIONCOMMUNICATION

EFFECTIVE COMMUNICATION OCCURS WHEN EFFECTIVE COMMUNICATION OCCURS WHEN

THE MESSAGE RECEIVED IS AS CLOSE AS THE MESSAGE RECEIVED IS AS CLOSE AS

POSSIBLE AS THE MESSAGE INTENDED TO POSSIBLE AS THE MESSAGE INTENDED TO

BE SENT – MUTUAL UNDERSTANDING.BE SENT – MUTUAL UNDERSTANDING.

COMMUNICATION IS EFFECTIVE ONLY COMMUNICATION IS EFFECTIVE ONLY

IF PEOPLE:IF PEOPLE:

-- UNDERSTAND EACH OTHERUNDERSTAND EACH OTHER

-- STIMULATE OTHERS TO TAKE ACTIONSTIMULATE OTHERS TO TAKE ACTION

-- ENCOURAGE OTHERS TO THINK IN NEW ENCOURAGE OTHERS TO THINK IN NEW

WAYS.WAYS.

SEVEN “C’s” OF SEVEN “C’s” OF COMMUNICATIONCOMMUNICATION

COMPLETENESSCOMPLETENESS – CONTAINS ALL – CONTAINS ALL FACTS THE READER OR LISTENER FACTS THE READER OR LISTENER NEEDS FOR DESIRED ACTION.NEEDS FOR DESIRED ACTION.

CONCISENESSCONCISENESS CONSIDERATIONCONSIDERATION CONCRETENESSCONCRETENESS CLARITYCLARITY COURTESYCOURTESY CORRECTNESSCORRECTNESS

ORGANISATIONAL BENEFITS OF ORGANISATIONAL BENEFITS OF EFFECTIVE COMMUNICATIONSEFFECTIVE COMMUNICATIONS

– INCREASE PRODUCTIVITYINCREASE PRODUCTIVITY

– ANTICIPATE PROBLEMSANTICIPATE PROBLEMS

– MAKE DECISIONSMAKE DECISIONS

– COORDINATE WORKFLOWCOORDINATE WORKFLOW

– SUPERVISE OTHERSSUPERVISE OTHERS

– DEVELOP RELATIONSHIPSDEVELOP RELATIONSHIPS

– BETTER UNDERSTANDING IN THE BETTER UNDERSTANDING IN THE WORKPLACE IN GENERALWORKPLACE IN GENERAL

COMMUNICATION TODAYCOMMUNICATION TODAY

SIGNIFICANT SOURCE IN MANAGING SIGNIFICANT SOURCE IN MANAGING

AND LEADING ORGANIZATIONS.AND LEADING ORGANIZATIONS. OPPORTUNITY TO INVOLVE AND OPPORTUNITY TO INVOLVE AND

MOTIVATE PEOPLE TO COMMON GOALS.MOTIVATE PEOPLE TO COMMON GOALS. OPPORTUNITY TO COOPERATION WITH OPPORTUNITY TO COOPERATION WITH

STAKEHOLDERS.STAKEHOLDERS. CHALLENGE TO CONFIRM THE STATUS CHALLENGE TO CONFIRM THE STATUS

IN SOCIETY.IN SOCIETY.

COMMUNICATION SKILLS AND AND TOP EXECUTIVESTOP EXECUTIVES

COMMUNICATION SKILLS OCCUPY AS MUCH AS COMMUNICATION SKILLS OCCUPY AS MUCH AS

90% OF A TOP EXECUTIVE’S WORKING DAY.90% OF A TOP EXECUTIVE’S WORKING DAY.

85% OF BUSINESS EXECs. RATED BUSINESS 85% OF BUSINESS EXECs. RATED BUSINESS

COMMUNICATION AS VERY IMPORTANT, WHEREAS COMMUNICATION AS VERY IMPORTANT, WHEREAS

ONLY 20% RATED KNOWLEDGE OF PRINCIPLES OF ONLY 20% RATED KNOWLEDGE OF PRINCIPLES OF

MANAGEMENT AS VERY IMPORTANT.MANAGEMENT AS VERY IMPORTANT.

FORTUNE 500 EXECs. RANK ORAL FORTUNE 500 EXECs. RANK ORAL

PRESENTATIONS, MEMO WRITING, AND REPORT PRESENTATIONS, MEMO WRITING, AND REPORT

WRITING AS THE TOP 3 NECESSARY WRITING AS THE TOP 3 NECESSARY

COMMUNICATION SKILLS.COMMUNICATION SKILLS.

HUMAN COMMUNICATIONHUMAN COMMUNICATION

AREAS OF HUMAN AREAS OF HUMAN COMMUNICATIONCOMMUNICATION

INTRAPERSONALINTRAPERSONAL – TO THINK, REASON, ANALYZE, – TO THINK, REASON, ANALYZE,

REFLECT.REFLECT.

INTERPERSONALINTERPERSONAL – TO DICOVER, RELATE, – TO DICOVER, RELATE,

INFLUENCE, PLAY, HELP.INFLUENCE, PLAY, HELP.

SMALL GROUPSMALL GROUP – SHARE INFORMATION, GENERATE – SHARE INFORMATION, GENERATE

IDEAS, SOLVE PROBLEMS, HELP.IDEAS, SOLVE PROBLEMS, HELP.

ORGANANIZATIONALORGANANIZATIONAL – INCREASE PRODUCTIVITY, – INCREASE PRODUCTIVITY,

RAISE MORALE, INFORM, PERSUADE.RAISE MORALE, INFORM, PERSUADE.

PUBLICPUBLIC – INFORM, PERSUADE, ENTERTAIN – INFORM, PERSUADE, ENTERTAIN

MASSMASS – ENTERTAIN, PERSUADE AND INFORM – ENTERTAIN, PERSUADE AND INFORM

PURPOSES OF HUMAN PURPOSES OF HUMAN COMMUNICATIONCOMMUNICATION

HUMAN HUMAN COMMUNICATIONCOMMUNICATION

TO DISCOVERTO DISCOVERTO

RELA

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TO R

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TO H

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TO PERSUADE

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PROCESS AND PROCESS AND CONTEXT OF CONTEXT OF

COMMUNICATIONCOMMUNICATION

BASIC COMMUNICATION BASIC COMMUNICATION PROCESSPROCESS

SENDERSENDER--------------------

PERCEPTIONPERCEPTION------------------IDEAIDEA

ENCODEENCODE MEDIUMMEDIUM DECODEDECODE

UNDERSTANDINGUNDERSTANDING--------------------

PERCEPTIONPERCEPTION------------------

RECEIVERRECEIVER

FEEDBACKFEEDBACK

NOISENOISE

NOISENOISENOISENOISE

NOISENOISE

ELEMENTS OF ELEMENTS OF COMMUNICATIONCOMMUNICATION

SENDER / ENCODERSENDER / ENCODER

MESSAGEMESSAGE

MEDIUMMEDIUM

RECEIVER / DECODERRECEIVER / DECODER

FEEDBACKFEEDBACK

COMMUNICATION COMMUNICATION CONTEXTCONTEXT

PHYSICAL CONTEXTPHYSICAL CONTEXT

CULTURAL CONTEXTCULTURAL CONTEXT

SOCIAL-PSYCHOLOGICAL SOCIAL-PSYCHOLOGICAL

CONTEXTCONTEXT

TEMPORAL (TIME) CONTEXTTEMPORAL (TIME) CONTEXT

PHYSICAL CONTEXTPHYSICAL CONTEXT

TANGIBLE OR CONCRETE TANGIBLE OR CONCRETE

ENVIRONMENT E.I. ROOM OR ENVIRONMENT E.I. ROOM OR

HALLWAY OR PARK.HALLWAY OR PARK.

EXERT INFLUENCE ON THE EXERT INFLUENCE ON THE

CONTENT (WHAT WE SAY) AS CONTENT (WHAT WE SAY) AS

WELL AS THE FORM (HOW WE WELL AS THE FORM (HOW WE

SAY IT) OF THE MESSAGE.SAY IT) OF THE MESSAGE.

CULTURAL CONTEXTCULTURAL CONTEXT

REFERS TO THE COMMUNICATORS’ REFERS TO THE COMMUNICATORS’ RULES AND NORMS, BELIEFS AND RULES AND NORMS, BELIEFS AND ATTITUDES THAT ARE TRANSMITTED ATTITUDES THAT ARE TRANSMITTED FROM ONE GENERATION TO FROM ONE GENERATION TO ANOTHER. ANOTHER.

DIRECT EYE CONTECT BETWEEN DIRECT EYE CONTECT BETWEEN CHILD AND ADULT SIGNIFIES CHILD AND ADULT SIGNIFIES DIRECTNESS AND HONEST IN ONE DIRECTNESS AND HONEST IN ONE CULTURE AND DEFIANCE AND LACK CULTURE AND DEFIANCE AND LACK OF RESPECT IN OTHER.OF RESPECT IN OTHER.

SOCIAL-PSYCHOLOGICAL SOCIAL-PSYCHOLOGICAL CONTEXTCONTEXT

INCLUDE STATUS RELATIONSHIPS INCLUDE STATUS RELATIONSHIPS AMONG THE PARTICIPANTS, THE AMONG THE PARTICIPANTS, THE ROLES AND THE GAMES THE PEOPLE ROLES AND THE GAMES THE PEOPLE PLAY, AND THE CULTURAL ROLE OF PLAY, AND THE CULTURAL ROLE OF THE SOCIETY IN WHICH THEY ARE THE SOCIETY IN WHICH THEY ARE COMMUNICATING.COMMUNICATING.

INCLUDE FRIENDLINESS OR INCLUDE FRIENDLINESS OR UNFRIENDLINESS, FORMALITY OR UNFRIENDLINESS, FORMALITY OR INFORMALITY, AND SERIOUSNESS OR INFORMALITY, AND SERIOUSNESS OR HUMOUROUSNESS OF THE SITUATION.HUMOUROUSNESS OF THE SITUATION.

TEMPORAL CONTEXTTEMPORAL CONTEXT

TIME OF DAY AS WELL AS TIME OF TIME OF DAY AS WELL AS TIME OF

HISTORYHISTORY

FOR MANY PEOPLE MORNING IS NOT A FOR MANY PEOPLE MORNING IS NOT A

TIME FOR COMMUNICATION; FOR TIME FOR COMMUNICATION; FOR

OTHERS IT IS IDEALOTHERS IT IS IDEAL

APPROPRIATENESS AND IMPACT OF APPROPRIATENESS AND IMPACT OF

MESSAGES DEPEND, IN PART, ON THE MESSAGES DEPEND, IN PART, ON THE

TIME IN WHICH THEY ARE UTTERED.TIME IN WHICH THEY ARE UTTERED.

TYPES OF TYPES OF COMMUNICATIONCOMMUNICATION

TYPES OF COMMUNICATIONTYPES OF COMMUNICATION

INTERPERSONAL COMMUNICATIONINTERPERSONAL COMMUNICATION

CORPORATE COMMUNICATIONCORPORATE COMMUNICATION

FORMAL COMMUNICATIONFORMAL COMMUNICATION

NON-FORMAL COMMUNICATIONNON-FORMAL COMMUNICATION

ORAL COMMUNICATIONORAL COMMUNICATION

WRITTEN COMMUNICATIONWRITTEN COMMUNICATION

NON-VERBAL COMUNICATIONNON-VERBAL COMUNICATION

INTERPERSONAL INTERPERSONAL COMMUNICATIONCOMMUNICATION

ASSERTIVE COMMUNICATIONASSERTIVE COMMUNICATION

NON-ASSERTIVE COMMUNICATIONNON-ASSERTIVE COMMUNICATION

AGGRESSIVE COMMUNICATIONAGGRESSIVE COMMUNICATION

ASSERTIVE COMMUNICATIONASSERTIVE COMMUNICATION

CONFIDENTLY EXPRESSING WHAT CONFIDENTLY EXPRESSING WHAT YOU THINK, FEEL AND BELIEVE.YOU THINK, FEEL AND BELIEVE.

STANDING UP FOR YOUR RIGHTS STANDING UP FOR YOUR RIGHTS WHILE RESPECTING THE RIGHTS OF WHILE RESPECTING THE RIGHTS OF OTHERS.OTHERS.

CONVEYING MEANING AND CONVEYING MEANING AND EXPECTATIONS WITHOUT HUMILATING EXPECTATIONS WITHOUT HUMILATING OR DEGRADING OTHERS.OR DEGRADING OTHERS.

BASED UPON RESPECT FOR YOURSELF BASED UPON RESPECT FOR YOURSELF AND RESPECT FOR OTHER PEOPLE’S AND RESPECT FOR OTHER PEOPLE’S NEED AND RIGHTSNEED AND RIGHTS

NON-ASSERTIVE NON-ASSERTIVE COMMUNICATIONCOMMUNICATION

RELUCTANCE OR INABILITY TO EXPRESS RELUCTANCE OR INABILITY TO EXPRESS

CONSISTENTLY WHAT YOU THINK, FEEL AND CONSISTENTLY WHAT YOU THINK, FEEL AND

BELIEVE.BELIEVE.

ALLOWS OTHERS TO VIOLATE YOUR RIGHTS ALLOWS OTHERS TO VIOLATE YOUR RIGHTS

WITHOUT CHALLENGE.WITHOUT CHALLENGE.

REFLECTS LACK OF RESPECT FOR YOUR OWN REFLECTS LACK OF RESPECT FOR YOUR OWN

PREFERENCES.PREFERENCES.

OTHER CAN EASILY DISREGARD YOUR OTHER CAN EASILY DISREGARD YOUR

THOUGHTS, FEELINGS, AND BELIEVES.THOUGHTS, FEELINGS, AND BELIEVES.

AGGRESSIVE AGGRESSIVE COMMUNICATIONCOMMUNICATION

EXPRESSING YOURSELF IN WAYS THAT EXPRESSING YOURSELF IN WAYS THAT

INTIMIDATE, DEMEAN, OR DEGRADE INTIMIDATE, DEMEAN, OR DEGRADE

ANOTHER PERSON.ANOTHER PERSON.

PURSUING WHAT YOU WANT IN WAYS PURSUING WHAT YOU WANT IN WAYS

THAT VIOLATES THE RIGHTS OF THAT VIOLATES THE RIGHTS OF

ANOTHER PERSON.ANOTHER PERSON.

““THIS IS WHAT I THINK. YOU ARE THIS IS WHAT I THINK. YOU ARE

DUMB FOR THINKING DIFERENTLY”.DUMB FOR THINKING DIFERENTLY”.

DISTORTION IN PERSONAL DISTORTION IN PERSONAL COMMUNICATIONCOMMUNICATION

IMPRESSION MANAGEMENTIMPRESSION MANAGEMENT – THE PROCESS BY – THE PROCESS BY WHICH A SENDER CONSCIOUSLY ATTEMPTS WHICH A SENDER CONSCIOUSLY ATTEMPTS TO INFLUENCE THE PERCEPTIONS THAT THE TO INFLUENCE THE PERCEPTIONS THAT THE RECEIVERS FORM. COMMONLY USED RECEIVERS FORM. COMMONLY USED IMPRESSION MANAGEMENT STATEGIES ARE: -IMPRESSION MANAGEMENT STATEGIES ARE: -– INGRATIATION:INGRATIATION: USING FLATTERY, SUPPORTING USING FLATTERY, SUPPORTING

THE OPINIONS OF THE OTHER PERSON, DOING THE OPINIONS OF THE OTHER PERSON, DOING FAVOURS, SMILING EXPRESSIVELY IN SUPPORT OF FAVOURS, SMILING EXPRESSIVELY IN SUPPORT OF THE PERSON ETC.THE PERSON ETC.

– SELF-PROMOTION:SELF-PROMOTION: COMMUNICATING ONE’S COMMUNICATING ONE’S PERSONAL ATTRIBUTES IN A HIGHLY POSITIVE AND PERSONAL ATTRIBUTES IN A HIGHLY POSITIVE AND EXAGGERATED WAY.EXAGGERATED WAY.

– FACE SAVING:FACE SAVING: COMMUNICATING APOLOGIES, COMMUNICATING APOLOGIES, MAKING EXCUSES, PRODUCING JUSTIFICATIONS ETC.MAKING EXCUSES, PRODUCING JUSTIFICATIONS ETC.

INTERPERSONAL INTERPERSONAL COMMUNICATION NETWORK COMMUNICATION NETWORK

(ICN)(ICN) ICN REFERS TO PATTERN OVER TIME OF ICN REFERS TO PATTERN OVER TIME OF

COMMUNICATION FLOWS BETWEEN COMMUNICATION FLOWS BETWEEN INDIVIDUAL. INDIVIDUAL.

IT EMPHASIZES COMMUNICATION IT EMPHASIZES COMMUNICATION RELATIONSHIPSRELATIONSHIPS AMONG INDIVIDUALS OVER AMONG INDIVIDUALS OVER TIME, RATHER THAN ON THE INDIVIDUALS TIME, RATHER THAN ON THE INDIVIDUALS THEMSELVES.THEMSELVES.

NETWORK INVLOVES THE ONGOING FLOW OF NETWORK INVLOVES THE ONGOING FLOW OF ORAL, WRITTEN, AND NONVERBAL SIGNALS ORAL, WRITTEN, AND NONVERBAL SIGNALS BETWEEN TWO PEOPLE OR BETWEEN ONE BETWEEN TWO PEOPLE OR BETWEEN ONE PERSON AND ALL OTHER NETWORK PERSON AND ALL OTHER NETWORK MEMBERS SIMULTANEOUSLY.MEMBERS SIMULTANEOUSLY.

MESSAGES AND MESSAGES AND CHANNELS OF CHANNELS OF

COMMUNICATIONCOMMUNICATION

MESSAGES AND MESSAGES AND CHANNELSCHANNELS

COMMUNICATION CHANNEL IS THE COMMUNICATION CHANNEL IS THE MEDIUM THROUGH WHICH THE MEDIUM THROUGH WHICH THE MESSAGE PASSES. MESSAGE PASSES.

RARELY TAKES PLACE OVER ONE RARELY TAKES PLACE OVER ONE CHANNEL. MAY USE TWO, THREE, CHANNEL. MAY USE TWO, THREE, FOUR DIFFERENT CHANNELS FOUR DIFFERENT CHANNELS SIMULTANEOUSLYSIMULTANEOUSLY..– VOCAL CHANNELVOCAL CHANNEL: SPEAK & LISTEN: SPEAK & LISTEN– VISUAL CHANNELVISUAL CHANNEL: GESTURE: GESTURE– OLFACTORY CHANNELOLFACTORY CHANNEL: EMITING OR : EMITING OR

DETECTING ODORSDETECTING ODORS– TECTILE CHANNELTECTILE CHANNEL: TOUCHING ANOTHER : TOUCHING ANOTHER

PERSONPERSON

SPECIAL MESSAGESSPECIAL MESSAGES

FEEDBACK MESSAGESFEEDBACK MESSAGES

FEEDFORWARD MESSAGESFEEDFORWARD MESSAGES

FEEDBACK MESSAGESFEEDBACK MESSAGES

POSITIVE ----- NEGATIVEPOSITIVE ----- NEGATIVE PERSON-FOCUSED ----- PERSON-FOCUSED -----

MESSAGE FOCUSEDMESSAGE FOCUSED IMMEDIATE ----- DELAYEDIMMEDIATE ----- DELAYED LOW MONITORING ----- HIGH LOW MONITORING ----- HIGH

MONITORINGMONITORING SUPPORTIVE ----- CRITICALSUPPORTIVE ----- CRITICAL

CONSTRUCTIVE CONSTRUCTIVE FEEDBACKFEEDBACK

BASED UPON TRUST BETWEEN SENDER BASED UPON TRUST BETWEEN SENDER AND RECEIVERAND RECEIVER

SPECIFIC RATHER GENERALSPECIFIC RATHER GENERAL GIVEN AT A TIME WHEN THE RECEIVER GIVEN AT A TIME WHEN THE RECEIVER

APPEARS TO BE READY TO ACCEPT IT.APPEARS TO BE READY TO ACCEPT IT. CHECKED WITH THE RECEIVER TO CHECKED WITH THE RECEIVER TO

DETERMINE WHETHER IT SEEMS VALIDDETERMINE WHETHER IT SEEMS VALID INCLUDES BEHAVIOURS THE RECEIVER INCLUDES BEHAVIOURS THE RECEIVER

MAY BE CAPABLE OF DOINGMAY BE CAPABLE OF DOING DOES NOT INCLUDE MORE THAN THE DOES NOT INCLUDE MORE THAN THE

RECEIVER CAN HANDLE AT ANY RECEIVER CAN HANDLE AT ANY PARTICULAR TIME.PARTICULAR TIME.

FEEDBACK SKILLSFEEDBACK SKILLS

EMPHASIZE WHAT YOU SEE AND HEAR EMPHASIZE WHAT YOU SEE AND HEAR – – DESCRIPTIVE RATHER EVALUATIVE FEEDBACKDESCRIPTIVE RATHER EVALUATIVE FEEDBACK

CONCENTRATE ON PARTICULAR CONCENTRATE ON PARTICULAR POINTSPOINTS

OUTLINE THE POSITIVE POINTS.OUTLINE THE POSITIVE POINTS. INDICATE WHAT CAN AND SHOULD BE INDICATE WHAT CAN AND SHOULD BE

DONEDONE BUILD ON WHAT PEOPLE WANTBUILD ON WHAT PEOPLE WANT CHOOSE YOUR TIMECHOOSE YOUR TIME REACH AN AGREEMENTREACH AN AGREEMENT

FEEDFROWARD FEEDFROWARD MESSAGESMESSAGES

OPEN THE CHANNELS OF COMM.OPEN THE CHANNELS OF COMM.

PREVIEW FUTURE MESSAGESPREVIEW FUTURE MESSAGES

ALTERCAST ALTERCAST (PLACE THE RECIVER IN A SPECIFIC ROLE (PLACE THE RECIVER IN A SPECIFIC ROLE

AND REQUESTING HIM TO RESPOND IN TERMS OF ASSUMED ROLE)AND REQUESTING HIM TO RESPOND IN TERMS OF ASSUMED ROLE)

TO DISCLAIMTO DISCLAIM

COMMUNICATION BARRIERSCOMMUNICATION BARRIERS

BARRIERS TO BARRIERS TO COMMUNICATIONCOMMUNICATION

PROCESS BARRIERSPROCESS BARRIERS– SENDER BARRIERSENDER BARRIER

– ENCODING BARRIERENCODING BARRIER

– MEDIUM BARRIERMEDIUM BARRIER

– DECODING BARRIERDECODING BARRIER

– FEEDBACK BARRIERFEEDBACK BARRIER

PHSYSICAL BARRIERSPHSYSICAL BARRIERS SEMANTIC BARRIERSSEMANTIC BARRIERS PSYCHOLOGICAL BARRIERSPSYCHOLOGICAL BARRIERS

NOISENOISE PHYSICALPHYSICAL – – PASSING OF CARS, HUM OF PASSING OF CARS, HUM OF

COMPUTERCOMPUTER

PSYCHOLOGICALPSYCHOLOGICAL – – COGNITIVE OR COGNITIVE OR MENTAL INTERFERENCE I.E. BIASES AND MENTAL INTERFERENCE I.E. BIASES AND PREJUDICES IN SENDER AND RECEIVERS, CLOSED-PREJUDICES IN SENDER AND RECEIVERS, CLOSED-MINDEDNESS.MINDEDNESS.

SEMANTICSEMANTIC – – DIFERENT LANGUAGES, USE OF DIFERENT LANGUAGES, USE OF JARGON OR OVERLY COMPLEX TERMS.JARGON OR OVERLY COMPLEX TERMS.

CULTURALCULTURAL POLITICALPOLITICAL EMOTIONALEMOTIONAL ECONOMICECONOMIC

INFLUENCE OF ORGANIZATION INFLUENCE OF ORGANIZATION STRUCTURE ON COMMUNICATIONSTRUCTURE ON COMMUNICATION

ORGANIZATION STRUCTUREORGANIZATION STRUCTURE– FORMALLY PRESCRIBED PATTERN OF FORMALLY PRESCRIBED PATTERN OF

INTER-RELATIONSHIPS BETWEEN THE INTER-RELATIONSHIPS BETWEEN THE VARIOUS UNITS OF AN ORGANIZATIONVARIOUS UNITS OF AN ORGANIZATION

– THE NATURE AND FORM OF THE NATURE AND FORM OF COMMUNICATION VARY GREATLY AS A COMMUNICATION VARY GREATLY AS A FUNCTION OF PEOPLE’S RELATIVE FUNCTION OF PEOPLE’S RELATIVE POSITIONS WITH AN ORGANIZATIONPOSITIONS WITH AN ORGANIZATION

ORGANIZATION CHARTORGANIZATION CHART– DIAGRAM SHOWING THE FORMAL DIAGRAM SHOWING THE FORMAL

STRUCTURE OF AN ORGANIZATION AND STRUCTURE OF AN ORGANIZATION AND INDICATING WHO IS TO COMMUNICATE INDICATING WHO IS TO COMMUNICATE WITH WHOMWITH WHOM

INTERNAL INTERNAL COMMUNICATIONCOMMUNICATION

DETERMINATION OF TASKS, DETERMINATION OF TASKS,

PRINCIPLES AND OBJECTIVESPRINCIPLES AND OBJECTIVES

ANALYSIS OF THE EMPLOYEES’ ANALYSIS OF THE EMPLOYEES’

KNOWLEDGE AND IMAGE OF THE KNOWLEDGE AND IMAGE OF THE

ORGANIZATIONORGANIZATION

DETERMINATION OF FOCUS AREAS IN DETERMINATION OF FOCUS AREAS IN

DEVELOPING COMMUNICATIONDEVELOPING COMMUNICATION

RESPONSIBILITIES AND RESOURCESRESPONSIBILITIES AND RESOURCES

EXTERNAL EXTERNAL COMMUNICATIONCOMMUNICATION

REPUTATIONAL REPUTATIONAL

MANAGEMENTMANAGEMENT

REPUTATION CAPITALREPUTATION CAPITAL

ORGANIZATION CHART AND FORMAL COMMUNICATIONS

SECRETARYSECRETARY

AS Sr. JS/JS

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Instructionsand Directives

Efforts at Coordination

Horizontal Communication

SO SO

IMPROVING UPWARD IMPROVING UPWARD COMMUNICATIONCOMMUNICATION

FORMAL GRIEVANCE PROCEDURESFORMAL GRIEVANCE PROCEDURES

EMPLOYEE ATTITUDE AND EMPLOYEE ATTITUDE AND

OPINION SURVEYSOPINION SURVEYS

SUGGESTION SYSTEMSSUGGESTION SYSTEMS

OPEN-DOOR POLICYOPEN-DOOR POLICY

INFORMAL GRIPE SESSIONSINFORMAL GRIPE SESSIONS

TASK FORCESTASK FORCES

EXIT INTERVIEWSEXIT INTERVIEWS

BECOMING A BETTER BECOMING A BETTER COMMUNICATORCOMMUNICATOR

EFFECTIVE LISTENINGEFFECTIVE LISTENING– TOLERATE SILENCETOLERATE SILENCE– ASK STIMULATING OPEN-ENDED ASK STIMULATING OPEN-ENDED

QUESTIONSQUESTIONS– ATENTIVE EYE CONTACT, ALERT ATENTIVE EYE CONTACT, ALERT

POSTURE AND VERBAL POSTURE AND VERBAL ENCOURAGERSENCOURAGERS

– PARAPHRASEPARAPHRASE– SHOW EMOTIONSHOW EMOTION– KNOW YOUR BAISES AND PREJUDICESKNOW YOUR BAISES AND PREJUDICES– AVOID PREMATURE JUDGEMENTAVOID PREMATURE JUDGEMENT– SUMMERISESUMMERISE

EFFECTIVE WRITINGEFFECTIVE WRITING

– KEEP WORD SIMPLEKEEP WORD SIMPLE

– DON’T SACRIFICE COMM. DON’T SACRIFICE COMM.

FOR RULES OF COMPOSITIONFOR RULES OF COMPOSITION

– WRITE CONCISELYWRITE CONCISELY

– BE SPECIFICBE SPECIFIC

CHANGE AND CHANGE AND COMMUNICATIONCOMMUNICATION

UNSUCCESSFUL CHANGE IS MOSTLY UNSUCCESSFUL CHANGE IS MOSTLY

MISSING OR POOR COMMUNICATION.MISSING OR POOR COMMUNICATION.

THE LINEAR (ONE-WAY, TOP-DOWN) THE LINEAR (ONE-WAY, TOP-DOWN)

MODEL DOES NOT WORK ANY MORE.MODEL DOES NOT WORK ANY MORE.

EFFECTIVE EFFECTIVE COMMUNICATIONCOMMUNICATION

WATCH THE LANGUAGEWATCH THE LANGUAGE FOLLOW THROUGHFOLLOW THROUGH DEAL WITH UNCERTAINITYDEAL WITH UNCERTAINITY BE AN ACTIVE LISTENERBE AN ACTIVE LISTENER MANAGE CONFLICTMANAGE CONFLICT RESPOND, DON’T “RE-ACT”RESPOND, DON’T “RE-ACT” GIVE FEEDBACKGIVE FEEDBACK INVITE PARTICIPATIONINVITE PARTICIPATION KEEP YOUR TEAM UP-TO-DATEKEEP YOUR TEAM UP-TO-DATE CONNECT PERSONALLY WITH EMPLOYEESCONNECT PERSONALLY WITH EMPLOYEES TAKE ADVANTAGE OF COMMUNICATION TAKE ADVANTAGE OF COMMUNICATION

RESOURCESRESOURCES

PROBLEMS/CHALLENGESPROBLEMS/CHALLENGES

TECHNOLOGY SHRINKS INTERACTION TECHNOLOGY SHRINKS INTERACTION

AND DIALOGUE.AND DIALOGUE. TOO MUCH INFORMATION.TOO MUCH INFORMATION. TOO COMPLEX ISSUES.TOO COMPLEX ISSUES. SHORTAGE OF COMMON MEANINGS SHORTAGE OF COMMON MEANINGS

AND INTERPRETATIONS.AND INTERPRETATIONS. EVERYONE MUST BE RESPONSIBLE FOR EVERYONE MUST BE RESPONSIBLE FOR

HIS / HER INFORMATION PURCHASE.HIS / HER INFORMATION PURCHASE.

THANK YOUTHANK YOU

CONTACT:CONTACT:NATIONAL RECONSTRUCTION BUREAUNATIONAL RECONSTRUCTION BUREAUROOM NO. 3053, CABINET BLCCK, ISLAMABAD.ROOM NO. 3053, CABINET BLCCK, ISLAMABAD.TELE: 9216106TELE: 9216106EMAIL: EMAIL: bsyed@hotmail.comWEB: WEB: www.policy.hu/bokhari