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Chapter 1 Experiencing Communication in Today’s Technology Enabled World Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Learning Objectives Discuss how technology has changed the way we communicate. Discuss the importance of communication. Describe the communication process. List the causes of miscommunication. Explain the tips for giving feedback. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Learning Objectives Distinguish between sensory and normative perception. Give an example of external and internal noise. Identify ways to become a better listener. Explain how personality, gender, and intercultural differences can impact communication. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Year 2020 Information will double every 78 days. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Networks Internet allows you to archive text, as well as visual, audio, and numerical data. E-commerce allows smaller, entrepreneurial businesses to compete with larger companies. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Amount of E-mail Each Day? 31 Billion E-mails Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Netiquette Guidelines Refrain from flaming. Lurk before posting messages to discussion groups. Do not ask questions that have been asked a million times. Describe the topic of your message in the subject line. Keep public messages brief. Do not use profanity or exhibit hostile behavior. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Cellular Telephones Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Business Practices, Work Practices, and Work Locations Telecommuting Knowledge Management Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. How to Get Hired The Wall Street Journal Wednesday, September 22, 2004 Percentage of recruiters rating the following student and business school attribute as “very important.” 89 Percent Communication and interpersonal skills 87 Ability to work well within a team 85 Personal ethics and integrity 84 Analytical and problem-solving skills 73 Leadership potential 68 Strategic thinking 54 Well-rounded 34 Content of core curriculum 25 Faculty expertise 19 Students’ international knowledge and experience Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. The Communication Process Sender or Encoder Receiver or Decoder Message Channel or Medium Feedback Environment Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. The Communication Process Message Feedback Channel or Medium Sender or Encoder Receiver or Decoder Feedback Environment Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. The Communication Process I know that you believe that you understand what you think I said, but I am not sure that you realize that what you heard is not what I said. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Message Inform Share or describe information. Persuade Change attitudes, beliefs, or perceptions. Action Motivate receivers to do a task. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Feedback should • Occur immediately. • Complement work-related behavior. • Provide positive information, but negative feedback can be better than no feedback. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Causes of Miscommunication Inferences Word-Meaning Confusion Differing Perceptions Information Overload and Timing Nonverbal Messages Noise Listening Intercultural Differences Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Listen The #1 rule of being a good conversationalist is being a good listener. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Feedback Verbal feedback should accompany and support or verify nonverbal signals. Workers remember what they hear first and last in a message. Feedback allows us to learn how people think and feel about things. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Feedback “It is impossible to learn from experience if we are not getting feedback on how effective our choices and actions are.” Peter Senge Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. The purpose of feedback is always to help build a trusting relationship in working toward a shared goal. Hyler Bracey Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Components of Feedback Observations of visible behavior. Assessment of the impact on you and others. Consequences, which define the longer-term results arising from the behavior. • Development, which involves establishment of the activities required to meet desired performance standards or to improve performance. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Help people reach their full potential. Catch them doing something right. Ken Blanchard and Spencer Johnson The One Minute Manager Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. BET Feedback Key Point: Recognition Strengthens Performance B = Behavior E = Effect T = Thank You Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. ERASER Feedback Key Point: Eliminate Behavior; Keep the Team Member! E = Exact Behavior R = Result A = Aware S = Switch E = Expectations R = Recognition Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. ERASER Exact Behavior • • Describe the specific action, event, or behavior at issue in exact, observable terms, as it exists now. Make sure you include the time, place, and frequency of occurrence. Be specific about what he or she did or did not do. • “Five times in the past three weeks, I noticed that you have been at least 15 minutes late to our meetings.” Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. ERASER Result and Awareness • State the concrete result of that behavior on you and/or the team. What happens because the individual does or does not do something? • • “When you are late to our meeting, we have to wait until you arrive and that causes our meetings to run longer.” Create awareness. When appropriate, state how you feel in response to their behavior. Describe the feelings you experience as a result of the behavior. Be specific in sharing how you feel. • “When you are late to our meetings, I feel anxious that the team will not be able to accomplish its objectives.” Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. ERASER Specify the likely positive and negative consequences and make a request. Expectations: Recommend and describe the behavior you would like to see occurring in place of the current offensive behavior. • • “I would like to see you come to our meetings on time.” “I would like to see you volunteer your insight without having to be asked.” Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. ERASER Expectations • Give individuals a specific number of times or a time frame in which you would like them to change or modify their behavior. • • “I would like to see you arrive on time the next three weeks for our meetings.” Get a firm agreement and commitment for future action. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. ERASER Recognition Share appreciation for the person’s willingness and efforts to change. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Blocks to Listening Comparing Mind Reading Rehearsing Filtering Judging Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Blocks to Listening Identifying Advising Sparring Being Right Derailing Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Good Listening Habits Look at the speaker. Ask questions to help clarify what the speaker said. Don't interrupt or change the subject without reason. Control your emotions. Be responsive. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Personality Differences Commanders Avoiders Drifters Analyticals Attackers Achievers Pleasers Performers Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Feminine Tendencies Women: Tend to ask more questions. Are more tentative when answering questions. Attach tag questions to the ends of statements. Emphasize feelings and emotions rather than tasks. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Feminine Tendencies Women: Wait to be noticed and promoted. Are better at decoding nonverbal cues. Are seen as more supportive of others. Work harder to maintain discussions. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Feminine Tendencies Women: Gather more data through the way something is said as opposed to the message’s content. Tend to be indirect with their speech patterns (e.g., “might” “would”). Are touched more. Receive less praise and attention. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Masculine Tendencies Men: Talk more often and longer. Answer more questions. Interrupt more often. Stop conversations by responding with “um” or “uh-huh.” Use more personal space. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Masculine Tendencies Men: Talk primarily about “task-related” topics. Speak directly (“can” or “will”). Use sports and military language and expect others to use this language. Focus on goals, plans, or accomplishments. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Masculine Tendencies Men: Are assertive at getting accomplishments noticed. Are considered by others to be more credible and authoritative. Are more likely to be offered interviews based on their resumes. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Intercultural Differences Be aware and sensitive. Use appropriate language. Closely observe nonverbal communication. Value differences. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Bucharest Hotel The lift is being fixed for the next day. During that time, we regret that you will be unbearable. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. A Rome Laundry Ladies, leave your clothes here and spend the afternoon having a good time. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Copenhagen Airline Ticket Office We take your bags and send them in all directions. Roebuck: Improving Business Communication, 4th edition. (c) 2006, Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved.