Transcript Chapter One - Estenson Group

Chapter 1
The Communication Process:
An Introduction
Communicating for Results, 10th edition
Chapter 1 Objectives
• Define communication
• Identify and describe each element of the
transactional model of communication
• Identify how Americans view the honest and ethical
standards of several professions
Communicating for Results, 10th edition
The Communication Process
• Communication skills are important to success in
business and professional settings
– Despite evidence communication skills are necessary for
success in the workplace, individuals continue to have
problems in this area
– Fortunately, communication is a skill that can be learned
Communicating for Results, 10th edition
Communication Defined
• Latin root of communicate is communicare
– To impart, share, make common
• Communication is the process of people sharing
thoughts, ideas, and feelings with each other in
commonly understandable ways
Communicating for Results, 10th edition
Models of Communication
• Key to success is being able to identify cause for
misunderstandings and figure out how to keep them
from occurring again
– This is where communication models prove helpful
– Allow us to pinpoint where in communication process
misunderstandings occur so that we can correct them
• Models have evolved from early one-way models to
more accurate transactional models
Communicating for Results, 10th edition
One-Way Model
• Communication viewed as linear process going from
Person A to Person B
– Shows communication occurs in presence of internal and
external noise and message is carried by code traveling
through a channel
• No response or feedback
Communicating for Results, 10th edition
Circular Model
• Communication is viewed as circular or interactive
process
– Sender communicates message to receiver who interprets
it and sends reply back to sender
– Includes feedback
– Implies communication occurs in step-by-step process
• Rarely happens
– Addition of frame of reference
Communicating for Results, 10th edition
Transaction Model
• Communication viewed as simultaneous,
transactional process between senders and receivers
– Simultaneous
• Persons involved may be sending and receiving at
same time
– Transactional
• Both persons responsible for creating meaning and
both influence and are influenced by the other
• Addition of environment and stimulus/motivation
Communicating for Results, 10th edition
The Basic Transaction Model
Expanded
• Transaction model includes the following elements:
–
–
–
–
–
–
–
–
–
Person A/Person B
Stimulus and motivation
Encoding and decoding
Frames of reference
Code
Channel
Feedback
Environment
Noise
Communicating for Results, 10th edition
Person A/Person B
• Either person could be sender or receiver
• During most of communication, both send and
receive simultaneously
Communicating for Results, 10th edition
Stimulus and Motivation
• Two things must happen before sender even wants
to send message
– Sender must be stimulated
• Internal or external stimulus triggers thought, which
triggers desire to communicate
– Second requirement is sufficient motivation
Communicating for Results, 10th edition
Encoding and Decoding
• Sender must decide how best to convey message to
receiver
– Process of putting message into form in which it will be
communicated is encoding
• Sender often referred to as encoder
– When encoder’s message picked up, receiver tries to
make sense of it
– Decoding is process receiver goes through in trying to
interpret exact meaning of message
Communicating for Results, 10th edition
Frame of Reference
• Communication breakdowns occur because we use
our own background and experience to encode and
decode
– An invisible window
• Unless backgrounds and experiences of both sender
and receiver are identical, messages may not be
accurately encoded or decoded
– Only when our frames of reference overlap can we expect
real understanding
Communicating for Results, 10th edition
No Identical Frame of Reference
• Managers and employees have different frames of
reference
– Frame of reference differences play role in international
business confusion
• Individualistic/collectivistic cultures
• Low context/high context cultures
Communicating for Results, 10th edition
No Identical Frame of Reference
• Communicator needs to remember that message
that counts is the one received
– As sender you need to be concerned with what your
receiver thought you said
• Burden of communication lies with sender
– It is a good idea to check reception of your message by
asking receivers to paraphrase what they think you meant
Communicating for Results, 10th edition
Communication and Ethics
• Ethical rules:
–
–
–
–
Utilitarian rule
Moral rights rule
Justice rule
Practical rule
Communicating for Results, 10th edition
Communication and Ethics
• As an employee, watch for following ethics traps:
–
–
–
–
–
Trap of necessity
Trap of relative filth
Trap of rationalization
Trap of self-deception
Trap of end justifying the means
Communicating for Results, 10th edition
Communication and Ethics
• Practical reasons for being ethical:
– If people lose faith in you, or in your company, failure is
inevitable
– Not only do people enjoy dealing with honest people,
they also prefer working for ethical companies
– Unethical behavior weighs heavily on your conscious
Communicating for Results, 10th edition