Transcript Communication Process Model

Business Communication
Communication
Concepts
Communication Process Model

Communication process model breaks down
communication into parts
Message
Decodes
Encodes
Sender/
Receiver
Receiver/
Sender
Decodes
Shannon-Weaver
Model
Feedback
Encodes
Communication Process Model
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Sender: originates a communication message
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Receiver: destination of the communication
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Encoding: sender changes thoughts into symbols
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Decoding: receiver assigns meaning to symbols
Communication Process Model
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Message: idea, thought, feeling or opinion to be
communicated (clear or unclear)
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Channel: medium through which the message
travels from sender to receiver
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Feedback: receiver’s response to the
message/indicates the message is seen, heard and
understood
Communication Process Model
1.
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Sender (Encoder)
Initiates the communication
If both good and bad news will be
given, the good news should be given
first
If both a simple and a complex
message will be given, the simple one
should be given first
Communication Process Model
2.

Message
Verbal (part of the message that is
heard) and nonverbal (body
language and the surrounding
environment)
Communication Process Model
Channel
Means used to convey the message
3.
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Oral communication channels
Written communication channels
Communication Process / Channel
Types of channels within an organisation
a. Downward Channels: passing information from
superior to subordinate to;
• give job instructions
• bring about understanding of the job
• provide information about procedures
• provide feedback about performances of subordinates
LOSS OF INFORMATION
Loss of information between 6
hierarchical levels
Level
Percentage of
information received
Board
Vice presidents
63
General supervisors
56
Plant managers
40
General foremen
30
Workers
20
Communication Process / Channel
b. Upward Channels: provides subordinates
•
•
to convey information to their superiors
to;
gain feedback and learn about problems that
affect efficiency,
evaluate employee attitudes and perceptions
SUBORDINATES FEEL THEIR
SUPERIORS ARE NOT THAT OPEN AND
ENCOURAGING
Communication Process / Channel
c. Lateral Channels: conveying information between
•
•
•
•
individuals and units on the same hierarchical level
for;
the coordination of tasks
sharing of information,
problem solving
conflict resolution
This type of communication is persuasive and
suggestive rather than directive or authoritative
Communication Process / Channel
d. Informal Channels:
grapevine
message
Single-strand: Each
person recieves information
from one person and
passes it on to one more
A
B
message
message
C
A
Gossip: one individual passes
the news to all others
B
C
D
Communication Process / Channel
d. Informal Channels:
Probability: Information is passed on
randomly
Cluster: Channel members selectively
choose their informal communication links
COMMUNICATION BARRIERS IF THEY
CARRY RUMOR, GOSSIP, INACCURATE
INFORMATION
Communication Principles
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Communication occurs within a
context (when, where, why and with
whom)
– Chronological context: time a which
communication occurs
–
Physical context: location or setting
of your communication
Communication Principles
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Functional context: purpose of the communication
 Practical: job, apartment, health and safety
 Social: establish connections, building ties
 Decision-making: how to dress for the weather,
where to live
Relational context: person(s) with whom you
communicate and your relationship
Cultural context: race, ethnicity, gender, age, sexual
preference, disabilities, etc.
Barriers to Communication / Problems
caused by the sender
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The amount of information the individual has
about the subject of the message
Not much information
Too much knowledge
Indecission regarding how to present the
information
Lack of familiarity with the audience
Lack of experience in speaking or writing
Barriers to Communication / Problems in
reception
The surrounding environment
 Receiver’s physical condition
 Receiver’s failure to pay attention to the
message
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Simultaneous receipt of two or more
messages
Receiver is bored
Barriers to Communication / Problems in
receiver comprehension
Receiver may not understand some of
the words used
 Personal interests
 Emotional responses
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Business Communication
Perception
A Perception Model
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Selective attention
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We are bombarded by so many messages
Impossible to pay attention to them all
You make decisions to pay attention to some
more than others
We pay attention to message that are:
 Thrust at us (ex. Loud noises, dazzling colors,
pungent smells)
 Interesting to us
 Related to us specifically (ex. Name)
Perception Check
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Describe the behaviour you have noticed
Name at least two interpretations of the
other’s behaviour
Request for clarification about how to
interpret behaviour
Business Communication
Effective Listening
Process of Listening
Signal
Attending
Evaluating
Interpreting
Responding
Remembering
Introduction
WRONG!!!
Listening is easy
 Listening comes naturally
 Hearing and listening are the same
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Listening Response Modes
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Directing / Judgemental
Advising / Solving / Evaluating
Interpreting
Supportive / Smoothing
Questioning / Probing
Empathic / active
Listening Response Modes
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Judging: Values as good or bad, right or
wrong. Passes judgement (that was stupid,
only a fool would..)
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Advising, solving: Shares solution, offers
advice (why don’t you, if i were you..)
Listening Response Modes
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Interpreting: Explains reasons for feelings or
behaviours. Teach the sender about the
cause of his/her concern. Explain why stg
happens or states a cause for action and
feelings by adding information not stated in
the original problem. (you may feel that way
because, she probably did that because,)
Listening Response Modes
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Supporting: Reassures, pacifies. Reduces
intensity of feelings. Can be false or genuine
(everybody has bad days. No you didn’t gain
weight. I’m sure things will be better..)
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Questioning: Gains more information, clarifies
meaning. Selects open or closed. (when did that
happen, what did you do then?)
Listening Response Modes
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Paraphrasing: Summarizes, restates or
reflects. Restating in your own words what
you think the speaker meant( “So what you
are saying is…” “You mean you’re feeling…)
Using Response Styles
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80% of your feedback will use 1 of 5 styles
Advising / Solving / Evaluating
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Interpreting
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Doesn’t help unless sender asks for advice
Works best when your intention is to offer insight into
the problem’s causes
Supporting
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Works best when the sender has determined the
problem and needs encouragement
Business Communication
Nonverbal
Communication
Proxemics – the study of the use
of space to communicate
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Personal space
– Intimate – 0 to 18 inches
– Personal – 18 inches to 4 feet
– Social – 4 to 12 feet
– Public – 12 feet and beyond
Proxemics:Teritories and Zones
Business Communication
Conflict Resolution
Conflict Management Styles
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Avoiders
– See conflict as hopeless and useless
– Are impersonal or distant
– Remove self mentally or physically
– Lack commitment to finding solutions (time, energy,
confidence or skills)
– Be an Avoider: to buy time, to defuse strong emotions,
if the conflict isn’t worth it
Conflict Management Styles
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Accommodators
– Believe conflict is destructive
– Overvalue maintaining relationships
– Undervalue own needs
– Don’t make waves
– Want peace at any price
– Be an Accommodator: when the issue isn’t that
important to you or when conceding is easier
Conflict Management Styles
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Forcers
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Believe winning is the only thing
Love challenge and achievement
Express anger when others don’t agree
Are willing to sacrifice others who don’t agree
Typically use emotional appeals, strong deliveries and
persistence
Be a Forcer: when decisions have to be made quickly,
crisis
Conflict Management Styles
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Compromisers
– Believe half is better than none
– Want each side to gain something
– Use voting or bargaining to decide
– Avoid the real issues
– Typically use maneuvering, negotiating and trading
– Be a Compromiser: disagreement isn’t vital
Conflict Management Styles
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Collaborators
– Believe both parties can meet their needs
– See conflict as a natural way to meet needs
– Want to hear the needs of others
– View the other as equal in conflict
– Be a Collaborator: when there is time, if both parties
are willing to work together
Business Communication
Emotional
Intelligence
IQ vs EQ
IQ
EQ
Gets you through school
Gets you through life
Comes by genes, can not
be developed
Can be developed
Measurable
Wonders ‘what’
Hard to measure
Wonders ‘how & why’
Appeals to reason
Appeals to emotions
Components of EQ
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Self-awareness: recognizing a feeling as it
happens, knowing your strengths &
weaknesses
Self- regulation: Handling your emotions
rather than letting the emotions handle you.
Motivation: Channeling emotions to reach a
goal; better when comes from inner self;
don’t stop when faced with setbacks and
frustrations.
Abilities involved in EQ con’t..
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Empathy: Sensitivity to others’ feelings and
concerns and taking their perspective;
compassion; appreciating the differences in
how people feel about things.
Social Skills: Ability to accurately read
social situations and interact smoothly with
others.