Transcript COM 452 Introductory Lectures

On January 15, 2009
"With both engines out, a cool-headed
pilot maneuvered his crowded jetliner over
New York City and ditched it in the frigid
Hudson River on Thursday, and all 155 on
board were pulled to safety as the plane
slowly sank. It was, the governor said, "a
miracle on the Hudson,” MSNBC
What made the pilot react the way
he did…
 Knowledge
 Experience
 Eureka!
 "Chance favors the prepared
mind.”
 Louis Pasteur
Top 10 Eureka Moments
10. Post-its
9. Velcro
Source- Science Channel
8. Microwave Oven
7. Coordinate Geometry
6. PCR
5. Television
4. Archimedes and the Golden Crown
3. Nerve Impulses Transmitted Chemically
2. Alternating Current
1. Special Relativity
Robert Frost
 Wrote his favorite poem Stopping by Woods
on a Snowy Evening in 1922 as he went out to
view the sunrise after staying up all night
writing another poem
 Frost said he wrote the new poem in just a
few minutes and later stated that it was as if
he’d had a hallucination.
What’s Your Eureka Moment
 What have you learned during your break
about yourself, someone else or even about
life that made you say- “Eureka, I found it!”
– Archimedes, Father of the Eureka
What does Eureka have to do with
Interpersonal Communication?
 Interpersonal communication is “the type or
kind of communication that happens when
the people involved talk and listen in ways
that maximize the presence of the personal.”
--John Stewart, Bridges Not Walls
Fierce Conversations
 “One in which we come out from behind
ourselves into the conversation and make it
real.” --Susan Scott, Author and Life Coach
Let yourself experience
imagination…
 “We can’t ever forget that we also an
audience of individuals. And without the
kinds of movies nominated tonight, (at the
2007 Golden Globes), we would be in danger
of losing that very thing that none of us can
live without, we can’t work without it, we give
it to each other everyday through the work
we do and that is inspiration.”
 – Steven Spielberg, speech given at 2008 Golden Globes
Go on the Web…Leave Something
Valuable
Behind
L
I have
something
to share…
+
= Inspiration
Machine Assisted Interpersonal Communication
Computer Mediated Communication
Obama 2.0
 "I want to be able to have voices, other than
the people who are immediately working for
me, be able to reach out and — and send me
a message about what's happening in
America."
-- President Barack Obama,
 www.change.gov
Web 1.0 vs. Web 2.0
 •Read-only web vs. read/write web
 •Yahoo mail vs. Gmail
 •E-mail vs. IM
 •Newsletters vs. blogs
 •Static vs. dynamic
 •Isolated vs. interactive
Robert Lackie, Rider University Librarian
Traditional Mass Communication
Characteristics
 Mass communication is only produced by
complex and formal organizations
 Mass communication has multiple
gatekeepers
 Mass communication needs a great deal of
money to operate
 Mass communication organizations exist to
make a profit and are highly competitive


Adapted from:
\The Dynamics of Mass
Communication, Joseph Dominick
COMM 560: Communication Issues for
Leaders
 Chance to experience, share, engage, create

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
and yes, inspire!
Machine Assisted Interpersonal
Communication
Networking
Mentoring
Success
Eureka!
How…
 Build a Wiki
 What is the concept behind a wiki?
 “Wikiwiki is the Hawaiian word for fast and
WikiwikiWeb is a quick Web Site.” -- Brenda Chawner
and Paul H. Lewis, WikiWikiWebs: New Ways to Communicate in a
Web Environment
 What should be our logo for this class?
 What does a logo represent?
Be the CEO of Your Own Brand
Your Self Presentation…negotiating our identities
1.You are creating identity whenever you
communicate and everybody else is too
2.Creating identity affects who you are in relation to
others
3.Your negotiation responses affect where your
communication is on the impersonal-interpersonal
continuum
- Foundations of Interpersonal
Communication, Stewart et al.
What about your social brand?
Do you change your Facebook profile when you feel
good about yourself, similar to treating yourself to
an indulgent – chocolate, Prada or iPhone?
Who are you?
In groups of two, take out two things that you have
on you today that identifies who you- something
about your personality and use that to introduce
yourself to our class.
“How we spend our days is how we
spend our lives.”
- Annie Dillard
 Write down how you feel
about…
 Yourself
 Your Life
 Your Work
Now Answer Four Questions
Adapted from Fierce
Conversations, Susan
Scott
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


Where am I going?
Why am I going there?
Who is going with me?
How will I get there?
As you digest those questions,
here’s one more…
1. The far left side
evaluate the peer’s
content
2. The middle evaluate
the peer’s emotion
3. The right side
evaluate the peer’s
intent.
 What problem in your life is
holding you back from
realizing your dream?
 Who wants to share one with
us?
Now, what did you hear?
We need to look for the scaffolding on which a story rests…that’s where
the authenticity lies…
WE NEED TO LISTEN BEYOND
WORDS OF INTENT
SUSAN SCOTT, FIERCE CONVERSATIONS
Six Important Features of
All Kinds of Communication
 Meaning
 Perceptions
 Continuing the conversation
 Leaking our beliefs
 Choice
 Reveals ethical standards and commitments
 What does it mean to you if you voted for Obama
vs. McCain?
Six Important…(continued)
 Culture
 Affect how you receive messages
 Identities
 Collaboratively creating ourselves
 Changing, negotiating and evolving- Bride Wars
 Conversation
 Fierce conversations
 Ordinary is significant
Six Important…
 Nexting
 What will I do next?
 What is my next move?
 What will this move mean for my relationship?
 What can I help to happen next?
How does Leadership foster self?
What is leadership?
What does effective leadership look like?
How can you test it?
Let’s take a look… at this clip from today’s
classroom
http://www.successatthecore.com/teacher_develop
ment_strategy.aspx?id=18
What are your thoughts about the characteristics of
good leadership?
How do you learn how to become a leader?
Can leadership be learned?
Interpersonal Effectiveness
 Organizational orientation theory
 Understanding the differences people have in
performing their job
 Upward mobiles (give 110%)
 Indifferents (work to get a paycheck)
 Ambivalent (employee always looking for a better
opportunity)
Interpersonal Effectiveness
 Socialization
 Anticipatory Socialization Phase
 How you learn about the job
 Encounter Phase
 Training, mentoring, interpersonal communication
opportunities (involvement)
 Metamorphosis
 Becoming an insider
 Comfort level increases
Superior-Subordinate
Relationships
 Taylor’s Theory
 Managers plan and direct, employees work
 Maslow’s Hierarchy of Needs
 Addresses interpersonal needs of workers
 Understanding that workers were concerned with
more than physiological and safety needs
 Needs of Affiliation, Esteem & Self Actualization
Maslow’s
Hierarchy of Needs
Self-Actualization
Esteem
Belongingness
Safety
Physiological
Multi-directional
Communication
 Classical Communication
 Downward from management to employees
 Formal, task-oriented
 Human Relations
 Upward & Downward
 Task and relational oriented, formal and informal
 Human Resources
 Multi-directional
 Task relational, informal and formal as needed
Leader Member Exchange
Theory (LMX)
 Leaders have relationships with all members
 These relationships are all unique existing on
a continuum ranging from in-group to outgroup
 In-group relationships are where employees are
trusted, supported and experience higher levels of
satisfaction
 Out-group relationships the opposite
Factors to Leading High
Quality Relationships
 Similarity- perception of being alike
 Attraction- helps in accomplishing the goal
 Trust- allow subordinates to contribute to
decision-making
 Practice the dual perspective
 Limit stereotypes
Peer Relationships at Work
 Most influential relationships in the
workplace are those that form among coworkers
 Relationship Development
 Proximity
 Communication Climate
 Task
 Dual Meanings
Diversity
 People are working longer
 Converging Age Groups
 Managing criticism
 Technology
 Gender Communication
 Roles are changing
 Male/female brain
Converging Generations
 Traditionalists Silent Generation Matures, -
1945
 Baby Boomers “Me” Generation, 1945-1960
 Baby Busters Gen-Xers 13th Generation 19601980
 Echo Boomers Millennials Generation Y 1980present
Theories of Leadership
Leadership Style and Listening
Styles
Wall Street Journal
Quiz
Leadership Styles
Transactional
Transformational
The Great Man Theory of Leadership (article negates
this theory)
Trait Theory of Personality
Contingency Theory
Situational Theory
Behavioral Theory (reading supports)
Participatory Theory
“Ask Yourself…mercilessly: Do I exude
trust? Do I smack of “trust”?” – Tom Peters
 Four Cores of Credibility
 Integrity
 Intent
 Capabilities
 Results
Complete the trust test starting on page 50 of the
Speed of Trust
Self-trust is the first secret of
success…the essence of heroism Ralph Waldo Emerson
 If we can commit to ourselves…if we can trust

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ourselves we can be more open to trust
others.
Do you trust yourself?
Do you follow through on your self goals?
How do you follow through?
How do you make an intent a reality?
“Humans are made human by that
happening.” -- Martin Buber
Martin Buber- Elements of
the Interhuman
 Buber was a teacher and philosopher from
Europe who carefully studied the human
experience and relationships
 I and Thou, most famous work
 Buber was particularly interested in the
continuum of I-it to I-thou from impersonal to
interpersonal and the growth there in
Martin Buber
 I and Thou
 We cannot fully realize who we are without
the help of others
 This is how we become mature in our
interpersonal relationships
Buber and Experience
 “We are told that man experiences the
world.”
 His intention is to say that we cannot
passively experience
 Otherwise we just pile on, It, It and It
 We need to create meaning of our experience and
develop relationships because of it
Elements of the Interhuman
 Genuine Dialogue
 What is also known as “fierce conversations”
 Openness
 Imagining growth in another
 Confirmation does not mean approval
 Be Authentically yourself
 Listen to the silence
 Do you know anyone that would die with their
mouths wide open?
 Commitment to the dialogue- present in the
present
Identity…
On-line/Public Identities
 Continuum of anonymity to pseudonymity to
real-life identity
 Self representing who you are on line
 Making conscious decisions about how he/she
wants to be perceived by others.
Identity…Under Construction
 What is your on-line self presentation?
 How do you develop your presence on line?
 Do you or your friends ever costume?
 Is your profile accurate?
 How do you use im, and texting in developing
conversation? Can these conversations be
fierce?
 Have you ever felt overwhelmed by criticism
regarding a post you made on-line?
Erving Goffman
 Face work
 How do elements of performance contribute
to what and how people communicate?
 What roles do you play and how can you
“identify” will others?
 How can you listen intently and give advice to a
person who has retired from his job several years
ago but wants to re-embark on that career again?
 How can you identify with his situation?
“When you think of a fierce
conversation, think passion,
integrity, authenticity,
collaboration. Think cultural
transformation. Think leadership”
--Susan Scott, Fierce Conversations
Making your conversations
Fierce – Susan Scott
 Principle 1: Master the courage to
interrogate reality
 Principle 2: Come out from behind yourself
into the conversation and make it real
 Principle 3: Be here, prepared to be nowhere
else
 Principle 4: Tackle your toughest challenge
today.
Making your conversations
Fierce
 Principle 5: Obey your instincts
 Principle 6: Take responsibility for your
emotional wake
 Principle 7: Let silence do the heavy lifting
Fierce Conversations
 Where can you improve your conversations?
 At work
 At home
 With friends
 With yourself
 What is your excuse for not trying today?
Focus on one Principle a day
for a week…
 Then see if you can answer these questions
more favorably:
 What is real?
 What is honest?
 What is quality?
 What has value?