Transcript LISTEN UP! - Central Susquehanna Intermediate Unit

The Total You!
 The
ability to accomplish
one’s personal goals in a
manner that maintains a
relationship on terms that
are acceptable to all
parties.
The communication
process
model
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An individual has an idea to
communicate
SENDER
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The idea is encoded
SENDER
Perception
 Self-concept
 Family
 Culture
 Skills
 Feelings
 Attitudes
 Values
Individuals encode ideas according to their
own unique perceptions
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The encoded idea is sent in a
message
SENDER
Self-concept
Family
Culture
Skills
Feelings
Attitudes
Values
MESSAGE
RECEIVER
Self-concept
Family
Culture
Skills
Feelings
Attitudes
Values
To a receiver who decodes it according to
different individual perceptionsceptions
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The receiver responds with
feedback
SENDER
Self-concept
Family
Culture
Skills
Feelings
Attitudes
Values
MESSAGE
FEEDBACK
RECEIVER
Self-concept
Family
Culture
Skills
Feelings
Attitudes
Values
Feedback helps to ensure that the message
received has been decoded correctly
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Channel - the means of
conveying the message
SENDER
Self-concept
Family
Culture
Skills
Feelings
Attitudes
Values
CHANNEL
MESSAGE
FEEDBACK
CONTEXT
RECEIVER
Self-concept
Family
Culture
Skills
Feelings
Attitudes
Values
Context - the situation, environment or
circumstances of the communication
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Interference
SENDER
Self-concept
Family
Culture
Skills
Feelings
Attitudes
Values
CHANNEL
MESSAGE
INTERFERENCE
FEEDBACK
CONTEXT
RECEIVER
Self-concept
Family
Culture
Skills
Feelings
Attitudes
Values
Interference changes or distorts the message
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The communication process
is continuous…
CHANNEL
SENDER
Self-concept
Family
Culture
Skills
Feelings
Attitudes
Values
MESSAGE
MESSAGE
MESSAGE
INTERFERENCE
FEEDBACK
FEEDBACK
FEEDBACK
RECEIVER
Self-concept
Family
Culture
Skills
Feelings
Attitudes
Values
CONTEXT
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 Why
is feedback important?
 Negative and Positive
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Let people know that
you like to receive
feedback
Identify the areas in
which you want
feedback
If you are a manager,
set aside time for
regularly scheduled
feedback sessions
Use silence to
encourage feedback
Watch for nonverbal
responses
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Ask questions
Paraphrase
Use statements that
encourage feedback
Reward feedback
Follow up
Recognize that feedback
involves sharing ideas,
not giving advice.
Include only 2-3
suggestions at a time
Know that effective
feedback is immediate
and well timed.
How often do you practice the actions necessary to be an effective
communicator? The following is a list of 10 strategies that effective
communicators practice regularly. Probably no one does all these things
all the time; How frequently do you?
4: I almost always do this.
3: I often do this.
2: I do this infrequently.
1: I hardly ever do this.
1.
2.
3.
4.
Before I speak, I try to create a clear picture in my
own mind of the mental image I want the receiver to
have.
As a sender, I carefully consider how any biases I
may have about the receiver are likely to affect the
tone of my message.
I am aware of my word choice, speech pattern, and
pronunciation peculiarities.
I avoid jargon that might not be understood, red flag
words that might elicit negative reactions, profanity
that might offend, and slang.
5.
6.
7.
8.
9.
10.
I recognize that my nonverbal behavior affects
receivers.
I choose a particular communication channel to
maximize understanding by the receiver, not for my
personal comfort.
I adapt my messages to the knowledge, language,
feelings, and motivation of my receiver.
I listen intently as I speak.
I look at and listen to my receiver for verification that
I have been understood.
Before I speak, I ask myself, “Is this the right place to
say what I’m going to say?”
 Rarely
seek feedback; rarely disclose
 Motivated by anxiety
 Prefer things to people
 Seldom communicate expectations
 Seen as non-communicators
 Avoid or ignore conflict
 Don’t try to motivate others
 Seldom
seek feedback; disclose often
 Motivated by overconfidence
 Willingly give advice & some expectations
 Seen as authoritarian
 Solve conflicts by making all decisions
 Motivate others mainly by criticism
 Seldom
disclose; seek feedback often
 Motivated by mistrust/desire for acceptance
 Disclose mainly positive expectations
 Seen as “yes” people
 Prefer a social working environment
 Smooth over conflicts
 Motivate others mainly by praise
 Seek
feedback often; disclose often
 Motivated by confidence/like of people
 Disclose both positive and negative
 Over disclosure at times
 Seen as team communicators
 Handle conflict by participation of others
 Motivate by praise and criticism
 After
discussing the
following topics, you
will then be
reinforced through
eye-opening verbal
and written
exercises, group
discussions, and a
question and
answer period.
23%
Listening
Writing
56%
13%
8%
Reading
Speaking
1. I have a hard time remembering someone’s name when
introduced
2. It is often difficult for me to concentrate on what others are
saying
3. I fell tense when listening to new ideas
4. I have difficulty concentrating on instructions others give me
5. I dislike being a listener as a member of an audience
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
before he or she even finishes speaking.
9. I find that others are always repeating things to me.
10. I seem to find out about important events too late.
 How
does your current organization or
school do at internal listening?
 What feedback opportunities exist in
your current organization or school?
 Do you feel that those opportunities are
adequate?
 What recommendations would you make
to improve the process?
To Help Ourselves
On the Job
Get a Degree
Less Wasting Time
To Help Others
Advising
Judging
Analyzing
Questioning
Supporting
Prompting
Paraphrasing
 Hearing
 Attending
 Understanding
 Responding
 Remembering
Listening for pleasure or enjoyment.
Listening to provide emotional
support for the speaker.
Listening to understand the
message of a speaker.
Listening to evaluate a message for
purposes of accepting or rejecting it.
 Message Overload
 Internal Noise – Daydreams
 External Noise (Tolerating/Creating
Distractions)
 Rapid Thought
 Too Much Effort
 Hearing Problems
 Faulty Assumptions
 Lack of Apparent Advantages
 We all Interpret Differently
 Memory Failure
 Pseudolistener
 Stage-Hog
 Selective
Listener
 Insulated Listener
 Defensive Listener
 Ambusher
 Insensitive Listener
 Talk
Less!
 Take Listening Seriously
 Resist or Get Rid of Distractions
 Suspend Judgment
 Look for Key Ideas
 Offer Verbal
and Nonverbal Feedback
 Plan Ahead to Prepare Yourself Mentally
 Make Time to Listen
 Improve Your Memory
Table
Blanket
Antelope
Comforter
Tiger
Tea
Lamp
Elephant
Bedskirt
Milk
Hammer
Coffee
Pliers
Sheet
Monkey
Soda
Saw
Giraffe
Rug
Sofa
Screwdriver
Pillowcase
Ottoman
Juice
Wrench
“Outstanding leaders go out of their way to boost
the self-esteem of their personnel. If people
believe in themselves, it’s amazing what they can
accomplish.”
~Sam Walton
 Listening
to employees builds stronger
relationships with them. Reduces
Turnover.
 Listening to employees can lead their
growth as workers and increases their
feelings of confidence about their place
within the organization.
 Listening to employees can help them
work through issues affecting their
performances.
Listen to know the boss
Use knowledge of boss as guide
Develop expertise valued by boss
Hesitate to give advice
Praise appropriately
Don’t criticize
 First You
Forget Names – Then You Forget
Faces – Next You Forget to Pull Your
Zipper Up – And Finally You Forget To
Pull it Down!

George Burns
Thanks for LISTENING UP!