Transcript here - UNC Charlotte ADVANCE

COMMUNICATION SKILLS
The Goal of This Workshop
The Power of the Chair
Department chairs set the tone and culture in their department. A
chair is short on authority. Chairs do, however, have personal
power that is achieved by the respect and confidence that faculty
members place in them….
Faculty members will in all likelihood support a chair who is
perceived as being competent, honest, and fair, has good
interpersonal and communicative skills, is widely respected,
has well-earned credibility, is universally known to be
trustworthy, and treats all people with respect and
dignity.
When the chair’s behavior leads faculty members and staff to
distrust him problems ensue: small problems become large ones
and large problems become monumental.
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From: Facilitating a Collegial Department in Higher Education: Chapter 1 by Robert E. Cipriano
Think of a time when
you have been grossly
misunderstood or
somebody has
completely
misunderstood what you
were trying to convey
WHAT WENT WRONG?
Miscommunication
 Can you give an example of when this has happened
to you?
 What do you think went wrong?
What is the Purpose of Communication?
 To get your message across to others clearly and
unambiguously
 This involves effort from both the sender of the message
and the receiver
 It is only successful when both the sender and the
receiver understand the same information as a result of
the communication
Effective Communication Strategies
This is NOT an effective communication strategy
GETTING YOUR MESSAGE ACROSS
 You must understand what your message is, what
audience you are sending it to, and how it will be
perceived.
 You must also weigh-in the circumstances surrounding
your communications, such as situational and cultural
context.
 Effective communicators use the KISS ("Keep It Simple
and Straightforward") principle.
 They understand that less is often more, and that good
communication should be efficient as well as effective.
The 7 C’s of Effective Communication
Communication should be:
 Clear
 Concise
 Concrete
 Correct
 Coherent
 Complete
 Courteous
Someone Should Have Told Donald……
There are known knowns. These
are things we know that we know.
There are known unknowns. That
is to say, there are things that we
know we don't know. But there
are also unknown unknowns.
There are things we don't know
we don't know.
Video
Donald Rumsfeld, United States
Secretary of Defense, Department of
Defense News Briefing, 2002
THE COMMUNICATION PROCESS
Source
Message
Channel
Receiver
Feedback
Context
Communication Barriers
 Can occur at every stage
of this process
 The goal is to lessen the
frequency of these
barriers at each stage of
the process with clear,
concise, accurate, wellplanned communications
SOURCE
Source
• You need to be clear about why you're communicating,
and what you want to communicate
• You need to be confident that the information you're
communicating is useful and accurate
• Make sure there is not a disconnect between your
verbal and your non-verbal message
Let’s Watch a Video……
Think About This……
55% of what we communicate is based on non-verbal behavior
38% is based on voice inflections
7% is based on vocabulary
Work on Your Body Language and Non Verbal Cues
Not a good example of using
non-verbal behaviors to get
your message across
The Power of Inflection
 I know the answer [no one else does]
 "I know the answer!” [all that studying paid off]
 "I know the answer?" [no, I don't]
 "I know the answer… [but what's the question?]"
 These sentences have vastly different meanings, but the words
are the same – only your voice inflection has changed.
ENCODING
 Transferring the
information you want to
communicate into a
form that can be
correctly decoded by
the receiver
Success in Encoding
• Depends partly on your ability to convey information clearly and
simply, but also on your ability to anticipate and eliminate sources
of confusion
• For effective communication, it is essential that you know your
audience and are aware of possible sources of miscommunication
 The same words can mean different things to different people,
even when they talk the "same" language because their frames of
reference differ
 We interpret information and
experiences using schemata,
which are like databases of
stored, related information
that allow us to assign
meaning based on
accumulated knowledge and
previous experience
 To be a successful
communicator, be aware of
how schemata may color the
interpretation of the message
you are trying to convey
Communication Across Cultures
Communication Across Cultures
 Effective communication with people of different cultures can be
especially challenging
 Cultures provide people with ways of thinking, seeing, hearing,
and interpreting the world
 Members of any culture often perceive their own behavior as
logical, since that behavior works for them. People tend to accept
the values of the culture around them as absolute values
The same words can mean different things to people from
different cultures….
 A Scandinavian advertising campaign was developed for the
vacuum cleaner manufacturer, Electrolux.
 The same campaign was later used, without modification, in
the company’s American market.
Nothing Sucks Like Electrolux
Cultural Differences Encompass More Than Just Language
Communication and Culture
 Age – Millennial vs Gen X
 Gender – Women are from Venus, Men are from Mars
 Power differentials – non-tenure track faculty/chair
 Dis/ability
 Sexual identity
 Socioeconomic circumstance
 Education
 Religion and spiritual beliefs
 Personality
 Upbringing and life experiences
One Size Does NOT Fit All
Think About….

Identity or individualism vs. collectivism: What matters more to a person from that
culture – their own personal wants and needs or the social harmony of the group they
belong to? The United States and Japan could be seen as examples of an individualist
and a collectivist society, respectively.

Hierarchy or power distances: Do people treat each other in a relatively egalitarian
manner, or are status and seniority very important? The Scandinavian countries are
frequently cited as egalitarian cultures, whereas Chinese culture emphasizes the
importance of hierarchies.

Truth: The dimension is also called uncertainty avoidance vs. uncertainty tolerance.

Achievement-oriented vs. care-oriented would be a better way of describing this
dimension. An achievement-oriented (or “masculine”) culture emphasizes competition
and success. Care-oriented (or “feminine”) societies, on the other hand, prefer equality
and solidarity.

Virtue: It’s more about which basic behavior a certain culture likes better: that which
brings long-term benefits or what benefits you immediately.
 Know what culture(s) you belong to.
 Understand that culture is pervasive.
 Don’t make assumptions or Don’t draw conclusions based on
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some aspect of their lifestyle.
Don’t assume that when you see something familiar it has the
same meaning and significance as in your own culture.
Don’t make the mistake of thinking that your culture is more
complex than others.
Allow yourself to like and dislike aspects of other cultures, but
don’t condemn entire cultures.
Remember that when you judge another culture you are probably
using your own culture’s standards as a measurement.
Don’t make the mistake of thinking that the people in your culture
are diverse individuals, whereas the people in other cultures are
indistinguishable.
 Accept that, although goodwill and tolerance provide a reasonable
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start, they are not enough. Look for the knowledge, awareness
and skill needed to improve intercultural communication.
Don’t feel that you have to change your culture.
Remember that your aim is to become a more skilled
communicator, not a ‘better’ person.
Try to avoid ‘discounting’ (I don’t like those people, but I like Juan,
he’s different.)
If you meet someone from another culture whom you don’t like,
don’t generalize.
Accept that stereotyping is inevitable, but be aware that you are
doing it, try to diminish it if possible, and don’t use it as the only
basis for your attitudes and interpretations.
Finally, be realistic.
Case Study – Communication Across Cultures
Communications Across Cultures Scenario
The Power of Empathy In Mitigating Miscommunication
Put aside your viewpoint, and try to see things from the other person's point
of view
 When you do this, you'll realize that other people most likely aren't being evil,
unkind, stubborn, or unreasonable – they're probably just reacting to the
situation with the knowledge they have.
Validate the other person's perspective
 Once you "see" why others believe what they believe, acknowledge it.
Remember: acknowledgement does not always equal agreement. You can
accept that people have different opinions from your own, and that they may
have good reason to hold those opinions.
Examine your attitude
 Are you more concerned with getting your way, winning, or being right? Or, is
your priority to find a solution, build relationships, and accept others? Without
an open mind and attitude, you probably won't have enough room for
empathy.
Using Empathy Effectively
Listen
•
•
•
Listen with your ears – what is being said, and what tone is being used?
Listen with your eyes – what is the person doing with his or her body while
speaking?
Listen with your instincts – do you sense that the person is not
communicating something important? What do you think the other person
feels?
Ask what the other person would do
•
When in doubt, ask the person to explain his or her position. This is probably
the simplest, and most direct, way to understand the other person. However,
it's probably the least used way to develop empathy.
•
It's fine if you ask what the other person wants: you don't earn any "bonus
points" for figuring it out on your own.
Channels in Communication
• Channels can include verbal including face-to-face
meetings, telephone and videoconferencing; and
written including letters, emails, memos, and reports
• Different channels have different strengths and
weaknesses
• Choose your channel for communication wisely
Choose Your Channel Wisely!!!
Example:
How it can go south very, very quickly
Feedback
FEEDBACK
 The receiver will provide you with feedback - verbal and non-verbal
reactions to your communicated message.
 Pay close attention to this feedback - it is the only thing that allows you to
be confident that your audience has understood your message.
 If you find that there has been a misunderstanding, amend your
communication strategy and try again
Context in Communication
 Context may include the surrounding environment or
broader culture -- power dynamics, departmental and
university culture, international cultures etc
 It can also mean your frame of mind at the time of the
interaction – are you stressed, happy etc
Make sure you are willing to LISTEN as
much as you are open to SPEAK
Active Listening
Listening With Purpose
This is NOT Active Listening
Please Complete The Listening Questionnaire
Active Listening Questionnaire Scoring
31-35 points = Effective Listener
21-30 points = Good Listener
14-20 points = Not-so-good Listener
13 points or less = Really??
“If we were supposed to talk
more than listen, we would have
been given two mouths and one
ear.”
Mark Twain
Listening
 Listening is one of the most important skills you can
acquire
 How well you listen has a major impact on your job
effectiveness, and on the quality of your relationships
with others
 Research suggests that we remember only between 25
% and 50 % of what we hear
A Sobering Thought…….
 We forget 50% of what we hear immediately
 We forget 75% of what we hear within two months
 Of the 25% we do remember, only 60% is correct, plus
we add things that were never said in the first place
Active Listening Exercise
Instructions
Draw a triangle on top of a circle inside a rectangle. Below
and to the left of the circle draw a square and divide the
square into two parts. Draw a diamond above the
rectangle and divide it into four. Shade in two of the four
sections. To the right of the square draw two circles.
Becoming an Active Listener
 There are five key elements of active listening
 Incorporating these elements into your
communication tool kit will help to ensure that
you hear the other person, and that the other
person knows you are hearing what they say
Key Elements to Active Listening
• Pay Attention
• Show that you are Listening
• Provide Feedback
• Defer Judgment
• Respond Appropriately
Repeat the exercise using active listening skills
Remember:
 Ask questions
 Make no assumptions
This is What We Were Looking For….
Pay Attention
 Give the speaker your undivided attention, and acknowledge the
message
 Look at the speaker directly
 Put aside distracting thoughts
 Don't mentally prepare a rebuttal!
 Avoid being distracted by environmental factors e.g. side
conversations
 Recognize that non-verbal communication also "speaks" loudly
 "Listen" to the speaker's body language
Show That You Are Listening
 Use your own body language and gestures to convey
your attention.
 Nod occasionally.
 Smile and use other facial expressions.
 Note your posture and make sure it is open and
inviting.
 Encourage the speaker to continue with small verbal
comments like yes, and uh huh.
Be Cognizant of Non-Verbal Cues
 Be consistent with your verbal cues and your body
language. Do not say one thing and express something
else through your body language.
 If someone seems to be sending a double message by saying one thing and expressing something else in
their body language - ask for clarification.
Provide Feedback
 Our personal filters, assumptions, judgments, and beliefs
can distort what we hear
 As a listener, your role is to understand what is being said.
This may require you to reflect what is being said and ask
questions
 Reflect what has been said by paraphrasing. "What I'm
hearing is," and "Sounds like you are saying”
 Ask questions to clarify certain points. "What do you mean
when you say." "Is this what you mean?”
 Summarize the speaker's comments periodically
Follow up
 Make sure that BOTH of you have left the conversation
with the SAME understanding of what was said
 Send an email summarizing the salient points of the
conversation
Defer Judgment
•
Interrupting is a waste of time
•
It frustrates the speaker and
limits full understanding of the
message
•
Allow the speaker to finish each
point before asking questions.
•
Don't interrupt with counter
arguments.
Respond Appropriately
 Active listening is a model for respect and
understanding.
 You are gaining information and perspective.
 You add nothing by attacking the speaker or
otherwise putting him or her down.
 Be candid, open, and honest in your response.
 Assert your opinions respectfully.
 Treat the other person in a way that you think he or
she would want to be treated.
Questions?