Transcript Communicating for Results, 8e

Eighth Edition
1
The Communication
Process:
An Introduction
Copyright © 2008 Wadsworth / Ch. 1
© NASA
Mars Climate Orbiter Failure
Units of measurement miscommunication
Cost millions of dollars
Copyright © 2008 Wadsworth / Ch. 1
Communication Model
Environment
Stimulus; Motivation
Encoding
Person
A
Decoding
Frame of Reference
Internal
noise
External
noise
Internal
noise
Stimulus; Motivation
(Code;
channel)
Decoding
(Feedback)
Person
B
(Code;
channel)
Noise
Encoding
Frame of Reference
Environment
Copyright © 2008 Wadsworth / Ch. 1
Communication Model
Person A / Person B . . .
Person
A
Person
B
Copyright © 2008 Wadsworth / Ch. 1
Communication Model
Stimulus (internal and external). . .
Stimulus
Person
A
Stimulus
Person
B
Copyright © 2008 Wadsworth / Ch. 1
Communication Model
Motivation . . .
Stimulus;
Motivation
Person
A
Stimulus;
Motivation
Person
B
Copyright © 2008 Wadsworth / Ch. 1
Communication Model
Encoding . . .
Stimulus;
Motivation
Stimulus;
Motivation
Encoding
Person
A
Person
B
Encoding
Copyright © 2008 Wadsworth / Ch. 1
Communication Model
Decoding . . .
Stimulus;
Motivation
Stimulus;
Motivation
Encoding
Decoding
Person
A
Person
B
Decoding
Encoding
Copyright © 2008 Wadsworth / Ch. 1
Communication Model
Frame of reference . . .
Stimulus;
Motivation
Stimulus;
Motivation
Encoding
Decoding
Person
A
Person
B
Decoding
Encoding
Frame of Reference
Frame of Reference
Copyright © 2008 Wadsworth / Ch. 1
Related principles . . .
No identical frames of reference
Communication fallacy
Moving up & down, messages become:
--Leveled
--Condensed
--Embellished
Michael Newman/PHOTOEDIT
--Assimilated
Copyright © 2008 Wadsworth / Ch. 1







Educational Background
Race
Cultural Values
Gender
Personality
Attitudes
Life Experiences
Copyright © 2008 Wadsworth / Ch. 1
Copyright © 2008 Wadsworth / Ch. 1
Through five levels of management . . .
Figure 1.3
Copyright © 2008 Wadsworth / Ch. 1
Through five levels of management . . .
Figure 1.3
Copyright © 2008 Wadsworth / Ch. 1
Through five levels of management . . .
Figure 1.3
Copyright © 2008 Wadsworth / Ch. 1
Through five levels of management . . .
Figure 1.3
Copyright © 2008 Wadsworth / Ch. 1
Through five levels of management . . .
Figure 1.3
Copyright © 2008 Wadsworth / Ch. 1
Through five levels of management . . .
Figure 1.3
Copyright © 2008 Wadsworth / Ch. 1
Communication Model
Code . . .
Stimulus;
Motivation
Encoding
Stimulus;
Motivation
Code
Person
A
Decoding
Frame of Reference
Decoding
Person
B
Code
Encoding
Frame of Reference
Copyright © 2008 Wadsworth / Ch. 1
Includes. . .
Language (verbal)--spoken or written words
Paralanguage (vocal)--tone, pitch, volume
Nonverbal (visual)--eye contact, facial
expressions, posture, etc.
Vocal &
Visual Code
69%
Verbal Code
31%
Copyright © 2008 Wadsworth / Ch. 1
Communication Model
Channel . . .
Stimulus;
Motivation
Encoding
Stimulus;
Motivation
(Code;
channel)
Person
A
Decoding
Frame of Reference
Decoding
Person
B
(Code;
channel)
Encoding
Frame of Reference
Copyright © 2008 Wadsworth / Ch. 1
Consider how “rich” your channel needs to be . . .
Importance of message
Needs and abilities of receiver
Feedback requirements
Need for permanent record
Cost
Formality desired
Copyright © 2008 Wadsworth / Ch. 1
Emoticons used to add meaning and emotion to messages . . .
Copyright © 2008 Wadsworth / Ch. 1
Communication Model
Feedback . . .
Stimulus;
Motivation
Stimulus;
Motivation
Encoding
(Code;
channel)
Person
A
(Feedback)
Person
B
Decoding
(Code;
channel)
Encoding
Frame of Reference
Decoding
Frame of Reference
Copyright © 2008 Wadsworth / Ch. 1
When receiving feedback from others . . .
Tell them you want it
Identify feedback areas
Watch for nonverbal responses
Use silence to encourage it
Michael Newman/PHOTOEDIT
Set aside time for it
Continued>
Copyright © 2008 Wadsworth / Ch. 1
When receiving feedback from others . . .
Ask questions
Use encouraging statements
Paraphrase
Select the proper channel
Reward feedback
Michael Newman/PHOTOEDIT
Follow-up
Copyright © 2008 Wadsworth / Ch. 1
When giving feedback to others, make sure it . . .
Is directed toward behavior (not person)
Is descriptive not evaluative
Involves sharing (not giving advice)
Includes limited information
Is immediate & well-timed
© Jason Harris
Allows for face-saving
Copyright © 2008 Wadsworth / Ch. 1
Communication Model
Environment . . .
Environment
Stimulus;
Motivation
Stimulus;
Motivation
Encoding
(Code;
channel)
Person
A
(Feedback)
Person
B
Decoding
(Code;
channel)
Encoding
Decoding
Frame of Reference
Frame of Reference
Environment
Copyright © 2008 Wadsworth / Ch. 1
Communication Model
Noise (internal and external) . . .
Environment
Stimulus;
Motivation
Internal
noise
External Internal
noise
noise
Stimulus;
Motivation
Encoding
(Code;
channel)
Person
A
(Feedback)
Person
B
Decoding
(Code;
channel)
Encoding
Frame of Reference
Noise
Environment
Decoding
Frame of Reference
Copyright © 2008 Wadsworth / Ch. 1
“Ethics…are the standards by which
behaviors are evaluated for their
morality; their rightness or
wrongness.”
Kenneth Lay
Jeff Skilling
(Former Enron Chairman)
© Reuters/CORBIS
Dave Einsel/Getty Images
(Former Enron CEO)
Copyright © 2008 Wadsworth / Ch. 1
Base business decisions on these rules. . .
The utilitarian rule
The moral rights rule
The justice rule
Nova Development
The practical rule
Survey of 2,300 employees—75% reported observing a violation of
company standards during the previous year (Lamb, et al., 2004)
Copyright © 2008 Wadsworth / Ch. 1
Which ones tempt you?
Trap of necessity
Trap of end justifies the means
Trap of rationalization
Trap of self-deception
© Jason Harris
Trap of relative filth
Copyright © 2008 Wadsworth / Ch. 1

Losing faith = failure

People prefer to work for ethical companies

Unethical behavior is a weight on your conscience
Copyright © 2008 Wadsworth / Ch. 1