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Communications
Overview
THOSE WHO CANNOT COMMUNICATE EFFECTIVELYWILL BE IGNORED
TYPICALLY, PEOPLE IN ORGANIZATIONS
SPEND OVER 75% OF THEIR TIME IN INTERPERSONAL SITUATIONS
4
REASONS FOR COMMUNICATING
TO IMPART KNOWLEDGE OR INFORMATION
TO EXPLAIN A VIEWPOINT
TO ACHIEVE MUTUAL UNDERSTANDING
TO INFLUENCE
STRUCTURE OF PRESENTATION
• INTRODUCTION
• GETTING READY
• PRESENTATIONS
• MEETINGS
• CONCLUSION
Getting the message acrossclearly and unambiguously
It takes two to tangoa sender and a receiver
USUALLY, THERE IS A 40 – 60% LOSS OF MEANINGBETWEEN SENDER AND RECEIVER
10
IMPORTANCE OF BODY LANGUAGE
• 55% OF COMMUNICATION CONSISTS OF BODY LANGUAGE
• 38% IS EXPRESSED THROUGH TONE OF VOICE AND ONLY
• 7% IS COMMUNICATED THROUGH WORDS.
RECOGNIZE AND REMOVE BARRIERS AT ALL STAGES
12
BLOCKS TO EFFECTIVE COMMUNICATIONS
• LACK OF:‐ PRIORITY OR MOTIVATION‐ CONFIDENCE‐ RELEVANCE‐ CREDIBILITY ‐ SUPPORT FOR THE MESSAGE‐ ATTENTION SPAN
• CONTEXT
• LANGUAGE ‐ JARGON
• RESISTANCE OR BIAS
• PRE‐0CCUPATION WITH TASKS
13
REASONS OF POOR COMMUNICATIONS
THE MESSAGE WAS
– UNCLEAR OR WAS AMBIGUOUS
– INCORRECT
– NOT UNDERSTOOD
– NOT TIMELY
– COMMUNICATED TO THE WRONG PERSON(S)
14
REASONS OF POOR COMMUNICATIONS
THE MESSAGE
‐ WAS COMMUNICATED IN THE WRONG MODE
‐ WAS RESISTED AS INVOLVING CHANGE
‐ CREATED DEFENSIVENESS
‐ LED TO A NEGATIVE REACTION
‐ WAS SOON FORGOTTEN !!
GETTING THE RIGHT MESSAGE ACROSS IN THE RIGHT WAY AT THE RIGHT TIME
GETTING READY TO COMMUNICATE
GETTING READY TO COMMUNICATE
UNDERSTAND YOUR OBJECTIVES
UNDERSTAND YOUR AUDIENCES
PLAN THE MESSAGE AND THE CHANNELS
MONITOR EFFECTIVENESS
SENDERETHOS
RECEIVERPATHOS
CONTEXTLOGOS
THE RHETORICAL TRIANGLE
THE SENDERAre you providing information?Are you trying to educate?Are you making a call for action?Are you attempting to persuade others to change a perspective or firmly held belief?Are you presenting ideas for problem solving or analysis? OrAre you just trying to entertain?
THE RECEIVERWhat are the audience's expectations?How will they use the information you provide?What is the audience hoping to take away after reading/listening?Why are you communicating to this audience in the first place?
THE CONTEXTWhat events preceded the communication?What types of arguments are used?Are they logical and well thought out?How are they delivered? Where is the document or speech delivered?Is this communication necessary?
20
PRINCIPLES OF GOOD COMMUNICATIONS
A CLEAR MESSAGE
TRANSMITTED IN WAYS THAT WILL BE:
‐ HEARD‐ UNDERSTOOD; AND‐ ACTED ON
COMMUNICATION IS BOTH A LOGICAL AND AN EMOTIONAL PROCESS
21
PRINCIPLES OF GOOD COMMUNICATION
THE MESSAGE NEEDS REINFORCEMENT, EG. BY REITERATION
ENSURE THAT YOUR BEHAVIOUR IS CONSISTENT WITH THE MESSAGE DELIVERED
ENSURE YOU HAVE A GOOD VALUE PROPOSITION
CHECK THE MESSAGE HAS BEEN HEARD AND UNDERSTOOD IN THE WAY INTENDED
THE 7 Cs OF COMMUNICATION
• Clear• Concise• Concrete• Correct• Coherent• Complete• Courteous
PRESENTATIONS
ENGAGE THE AUDIENCE
ATTENTION SPAN IS ABOUT 3 MINUTES
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KEYS TO EFFECTIVE PRESENTATION
• OBJECTIVE(S) OF PRESENTATION
• WHY IMPORTANT TO AUDIENCE
• ESTABLISH RAPPORT WITH THE AUDIENCE
• FOLLOW LOGICAL SEQUENCE
• BUILD AROUND KEY MESSAGES/THEMES
• PAINT A PICTURE
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‐ MESSAGE(S)?
‐ AUDIENCE?
‐ CONTEXT?
‐ TIME SPAN?
‐ BEST COMMUNICATION MODES?
‐ CONCLUSION?
PREPARATION IS ESSENTIAL
27
The Message
WHAT IS CLEAR TO YOU MAY NOT BE CLEAR TO OTHERS
THE MESSAGE MUST HAVE A CLEAR PURPOSE
THE MESSAGE MUST BE: ‐ UNAMBIGUOUS‐ COMPREHENSIVE‐ COMPREHENSIBLE‐ AVOID JARGON‐ EXPRESSSED AS SEPARATE CONCEPTS‐ BE RELATED TO THE AUDIENCE
AVOID COMPLEXITY!
The structure of a presentation
Say what you are going to say
Say it
Say what you have said
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THE AUDIENCE
• THINK NOT JUST ABOUT THE MESSAGE ‐ BUT WHO NEEDS TO HEAR AND UNDERSTAND IT
• WHAT ARE THE CHARACTERISTICS OF THE AUDIENCE‐ MATURITY‐ THEIR NEEDS AND INTERESTS‐ LANGUAGE SKILLS‐ THEIR VALUES‐ THEIR INTELLIGENCE & SKILLS ‐ LEVEL OF UNDERSTANDING‐ PEOPLE’S VALUES‐ CULTURAL ISSUES‐ COMMITMENT‐MOTIVATIONAL ISSUES
30
THE AUDIENCE (CONT.)
• WHAT IS THE LIKELY IMPACT OF THE MESSAGE?
• WILL IT BE UNDERSTOOD, ACCEPTED & ACTED ON ?
• WILL IT BE RESISTED AND WHY?
• ARE THERE CULTURAL OR MOTIVATIONAL FACTORS IN PLAY?
MONROE’S MOTIVATED SEQUENCE
1. GET ATTENTIONSHOCKING FACTS, STATISTICS
2. ESTABLISH THE NEEDCURRENT SITUATION IS NOT ACCEPTABLE, MUST CHANGE
3. SATISFY THE NEEDOUTLINE SOLUTION, MEET COUNTER ARGUMENTS
4. VISUALIZE THE FUTURELIKELY SITUATION, ADVANTAGES, WHAT IF DON’T ACT
5. ACTUALIZESPECIFIC ACTIONS TO TAKE, NEXT STEPS
Do
Prepare outlines of presentation with 3 to 4 main points.
Use simple, clear, brief sentences. Use adjectives to make your presentation lively. Practice your presentation. Get familiar with the location and equipment in
the room before presenting. Relax and smile at the audience before
presenting.
Presentation skills
DoUse body language to reflect the content of the presentation.
Make eye contact with the audience. Talk to the audience, don’t talk at them.Give the audience opportunities to join in your presentation (questions, challenges).
Use humour as much as possible.
BE ACCURATE
Presentation skills
EYE CONTACT
Not being seen is like not being acknowledged
Make eye contact with one person for every idea you want to give
When in front of big audience, maintain eye contact on the whole audience going from person to person
Speed Volume
EmotionTone
Stress
VOICE
36
USE OF VISUAL AIDS
• KEY POINTS ONLY
• AVOID OVER COMPLEXITY
• ENSURE THEY CAN BE READ (SIZE AND COLOUR)
• SPEAK TO SLIDES RATHER THAN JUST READ THEM
• TOO MANY SLIDES?
BETTER PUBLIC SPEAKING
• PLAN APPROPRIATELY• PRACTICE• ENGAGE WITH THE AUDIENCE• PAY ATTENTION TO BODY LANGUAGE• THINK POSITEVELY• COPE WITH THE NERVES• WATCH YOURSELF
MEETINGS
Hold a meeting to:• Solve conflict• Achieve agreement among members• Identify or solve problems.• Inform of important or sensitive issue.• Seek support for an idea or a project.• Search for new ideas.• Describe a project.• Present a product or a system.
Meetings
Do not hold a meeting when:
• There are no specific objectives.• There is no need to get the staff’s agreement.• There is a feeling that attending or not will not change anything.
• There are no key people present. • There are better options.• There are no real benefits of holding the meeting.
Meetings
• Red hat feeling
• Black hat difficulties, mistakes, errors
• Yellow hat benefits, possibility
• Green hat abilities, improvement
• Blue hat control, procedure
Six thinking hatsEdward de Bono
• White hat information, data
Brainstorming
Rules :• Giving as many new ideas as possible. • Quantity of ideas is more important than quality of an idea.
• There are no right or wrong ideas.• Accepting ideas as they come, and not judging them.• Developing new ideas which are based on the newly developed ideas.
• Brainstorming is done in a short time.
IN CONCLUSION
K I S S
45
FLEXIBLILITY
• ONE SIZE DEFINITELY DOES NOT FIT ALL ‐ COMMUNICATION MUST BE TAILORED
• RECOGNIZE THAT DIFFERENT MODES OF COMMUNICATION MAY SUIT DIFFERENT PEOPLE OR DIFFERENT SITUATIONS
• YOU MUST UNDERSTAND PEOPLE’S PREFERRED COMMUNICATION STYLE
• COMMUNICATIONS NEED REINFORCEMENT
46
EFFECTIVE DELIVERY
• HAVE POSITIVE ATTITUDE – SHOW CONVICTION
• ENGAGE THE AUDIENCE – MEET ITS NEEDS
• SPEAK CLEARLY – DEMONSTRATE BENEFITS
• VARY VOICE PACE AND PITCH – LENGTH OF SENTENCES
• AVOID JARGON – USE EXAMPLES
• BE AWARE OF NON VERBAL – USE EYE CONTACT
• EMPHASIZE KEY POINTS – REPEAT – SUM UP
47
EFFECTIVE LISTENING
• FOCUS ALL YOUR ATTENTION ON HEARING THE MESSAGE
• DON’T INTERRUPT!
• KEEP AN OPEN MIND AND SUSPEND JUDGEMENT
• SHOW EMPATHY
• LOOK FOR NON‐VERBAL CUES
• VERIFY WHAT YOU THINK YOU HEARD