Copyright © 2008 Wadsworth / Ch. 1 The Communication Process: An Introduction 1 1 Eighth Edition

Copyright © 2008 Wadsworth / Ch. 1

Communicating For Results

The Communication Process: An Introduction

The Communication Process: An Introduction

11

Eighth Edition


Mars Climate Orbiter Failure

Units of measurement miscommunication

Cost millions of dollars

NASA: Case Study©

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SA


Encoding

EncodingDecoding

Decoding

PersonA

PersonB

Environment

Environment

Frame of Reference

(Code;channel)

(Feedback)

Externalnoise

Internalnoise

Internalnoise

Noise

(Code;channel)

Frame of Reference

Stimulus; Motivation Stimulus; Motivation

Communication Model


PersonA

Communication Model

PersonB

Person A / Person B . . .


PersonA

Stimulus Stimulus

Communication Model

PersonB

Stimulus (internal and external). . .


PersonA

Stimulus; Stimulus;

Communication Model

PersonB

Motivation . . .

Motivation Motivation


PersonA

Stimulus; Motivation


Communication Model

PersonB

Encoding . . .

Encoding

Encoding


Encoding

PersonA



Communication Model

Encoding

PersonB

Decoding . . .

Decoding

Decoding


Encoding

Decoding

PersonA



Communication Model

Decoding

Encoding

PersonB

Frame of reference . . .

Frame of Reference Frame of Reference


Frame of Reference:

No identical frames of reference

Communication fallacy

Moving up & down, messages

become:

--Leveled

--Condensed

--Assimilated

--Embellished

Related principles . . .

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Educational Background Race Cultural Values Gender Personality Attitudes Life Experiences

Frame of Reference:


Figure 1.2


Figure 1.3

Through five levels of management . . .

Downward Communication


Figure 1.3




Figure 1.3




Figure 1.3




Figure 1.3




Figure 1.3




Encoding

Decoding

PersonA

Frame of Reference

Code

Frame of Reference



Communication Model

Decoding

Encoding

PersonB

Code . . .

Code


Communication CodeIncludes. . .

Language (verbal)

--tone, pitch, volume

--eye contact, facial expressions, posture, etc.

--spoken or written words

Paralanguage (vocal)

Nonverbal (visual)

Vocal & Visual Code69%

Verbal Code31%


Encoding

Decoding

PersonA

Frame of Reference

(Code;channel)

(Code;channel)

Frame of Reference



Communication Model

Decoding

Encoding

PersonB

Channel . . .


Importance of message

Needs and abilities of

receiver

Feedback requirements

Need for permanent record

Cost

Formality desired

Channel SelectionConsider how “rich” your channel needs to be . . .


Email/Blog ChannelEmoticons used to add meaning and emotion to messages . . .


Encoding

Decoding

PersonA

Frame of Reference

(Feedback)

(Code;channel)

(Code;channel)

Frame of Reference



Communication Model

Decoding

Encoding

PersonB

Feedback . . .


Receiving Feedback

Tell them you want it

Identify feedback areas

Watch for nonverbal responses

Use silence to encourage it

Set aside time for it

When receiving feedback from others . . .

Continued>

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Receiving Feedback (cont.)

When receiving feedback from others . . .

Ask questions

Use encouraging statements

Paraphrase

Select the proper channel

Reward feedback

Follow-up

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Giving FeedbackWhen giving feedback to others, make sure it . . .

Is directed toward behavior (not person)

Is descriptive not evaluative

Involves sharing (not giving advice)

Includes limited information

Is immediate & well-timed

Allows for face-saving

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Encoding

Decoding

PersonA

Environment

Environment

Frame of Reference

(Feedback)

(Code;channel)

(Code;channel)

Frame of Reference



Communication Model

Decoding

Encoding

PersonB

Environment . . .


Encoding

Decoding

PersonA

Environment

Environment

Frame of Reference

(Feedback)

(Code;channel)

(Code;channel)

Frame of Reference



Communication Model

Decoding

Encoding

PersonB

External noise

Internalnoise

Internalnoise

Noise

Noise (internal and external) . . .


Ethics Defined“Ethics…are the standards by which behaviors are evaluated for their morality; their rightness or wrongness.”

Jeff Skilling(Former Enron CEO)

Kenneth Lay(Former Enron Chairman)

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The utilitarian rule

The moral rights rule

The justice rule

The practical rule

Base business decisions on these rules. . .

Four Ethical Rules

Survey of 2,300 employees—75% reported observing a violation of company standards during the previous year (Lamb, et al., 2004)

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Trap of necessity

Trap of end justifies the means

Trap of rationalization

Trap of self-deception

Trap of relative filth

Which ones tempt you?

Ethics Traps

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Losing faith = failure

People prefer to work for ethical companies

Unethical behavior is a weight on your

conscience

Practical Reasons

Documents

Copyright © 2008 Wadsworth / Ch. 1 The Communication Process: An Introduction 1 1 Eighth Edition