Transcript understand why it is there, and be able to separate

COMMUNICATION
(M = M, C = C)
Communication
• Adapt communication to give direction and
provide feedback to others
Non Verbal Communication
• Position
• Posture
• Eye contact
• How can you use this in the future?
• What non-verbal cues are most effective?
Communication
• Definition
the transference and understanding of meaning
Barriers to Communication
Barriers to Communication
– Encoder and Decoder skills, attitude, knowledge
– Filters
•
•
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•
•
Selective Hearing
Defensive
Information Overload
Languages/Accents/Jargon
Emotions
– Emotions
Emotional Intelligence
– Definition
– The higher degree, the
better communicator
– Understand emotions
that are present and
why they are there
– Able to separate the
emotion and their
reaction
Emotional Intelligence
describes the level at
which an individual is:
• aware of the emotion that
is present (on both sides)
• understand why it is
there, and
• be able to separate the
emotion and the reaction
so they can manage the
emotion rather than have
it manage them.
Five Skills to Managing Emotions
• Self-awareness
• “Feel” the emotion and understand where it
is coming from
• Self-regulation
• Control your emotion
• Self-motivation
• Change the way you think about things to
achieve a goal
• Empathy
• Share your feelings with others more
openly so they will open up and trust you,
share their feelings, and improve
communication overall
• Effective
relationships
• What occurs from being self-aware, and
from self-regulating, self-motivating, and
empathizing with others
Final Communication Thoughts
Communication
• Definition
the transference and understanding of meaning
Feedback
• The final loop in the communications
process
• Timing is everything
• Power bases and influencing behaviors
come into play here
Receiving Feedback
• Specify why you want feedback
• Specify on what areas you want the
feedback
• Be specific with how much feedback you
would like
• Consider a couple of sources
Giving Feedback
• Ensure you’ve been given permission to
give the feedback (Again, consider power
bases here)
– “Is this a good time for you to hear some
feedback about…”
– “Would you be open to hearing some input
about…”
– “I have some input on how you
handled…Would you like to hear it?”
– May I share some reactions with you about…”
Giving Feedback (con’t)
• Share input, don’t insist on it
• Time your input
• Check other’s perception
Feedback
• Feedback is more useful if it is
constructive, concise, and specific.
– Positive vs. Negative
– Specific, correctable behaviors
– Behavioral vs. Personal
– Follow-up
• Some communications examples
Genral Creighton Abrams, CSA, responds to a
question about publishing a transcript of his
appearance at CGSC In 1974
•
[I don't want to sound arbitrary, but the quick answer is I
wouldn't, and I'll tell you why.] I have virtually no
confidence in putting stuff out in pamphlets--I don't even
like to send messages out. I'm always afraid that
nobody will pay attention to it. (laughter and applause)
• I'm really quite frank about that, and I'll tell you why. It's
not because they don't give a damn. It's because of the
damn flood of paper that's coming in there now, and the
senior guys, and the responsible guys that you want to
get to, they've got more to read every day that they
ought to read, and they should read, in order to do their
job well and by God they can't get it done now! (huge
round of applause)