1
Q
Communication Transaction
A
- Relationship is formed each time
- Can result in positive or negative feelings
- Feelings remain present in future communications to work to establish good rapport
2
Q
Open Door Policy
A
- Encourage open communication and create a culture that promotes the free exchange of ideas
- Employees should know their honesty is valued
3
Q
Three Vs
A
Three elements of face-to-face communication
- Verbal - words
- Voice - tone
- Visual - body language
4
Q
Verbal Communication
A
- Warmth and genuineness perceived as positive by receiver
- Hesitance, tension, and rapid speech and perceived as negative
- Avoid interrupters
- Consider the way words are delivered along with their content
5
Q
Nonverbal Communication
A
- Includes body language, facial expressions, and appearance
- May account for more than 90% of the way messages are received
- Interpreting language is imprecise but could give clues
6
Q
Aspects of Body Language
A
- Posture
- Distance between parties
- Facial expressions
- Hand movements
- Sitting position
- Eye movement and contact
7
Q
Aspects of RCC in Communication
A
- Create Rapport
- Elicit list of Concerns
- Negotiate an Agenda
- Open the Conversation
- Explore Perspectives and Name Emotions
- Respond with Empathy
- Share information/understanding: ART
- Clarify Next Steps
8
Q
Barriers to Communication
A
- Physical barriers
- Status differentials
- Time constraints
- Word choices
- Cultural and gender-related differences
9
Q
Status Differential Barriers
A
- Communication can differ based on direction of message
- Includes downward and upward communication
- Can impede effective communication when those with less status are discouraged or those with more status aren’t open
- Minimize by creating an environment in which all employees are free to ask questions and opinions are solicited regardless of status
10
Q
Downward Communication
A
- Supervisor sends message to employee
- Tends to command or instruct
11
Q
Upward Communication
A
- Employee sends message to supervisor
- Tends to inform
12
Q
Semantic Barriers
A
- Occur when people assign different meanings to words
- Words with ambiguous or vague meanings should be avoided
- Jargon should be avoided
13
Q
Factors Leading to World Disagreement
A
- Abbreviations
- Age
- Connotation
- Context
- Culture/subculture
- Experience
- Gender
- Geographic origin
- National origin
- Occupation
- Slang
- Type or level of education
14
Q
Cultural Barriers
A
- Need to effectively communicate with people of varied backgrounds and experiences
- Sensitivity to varied traditions is critical to communication
- Appreciating cultural differences also supports effective management by making sure employees feel respected and included
15
Q
Gender-Related Barriers
A
- Women and men often differ in speaking characteristics and conversational rituals
- Women more likely to be indirect
16
Q
Communication Approaches
A
-Active Listening
-Demonstrating Authenticity
-Active and Passive voice
Delivering Bad News
17
Q
Active Listening
A
- Defined as the act of hearing with thoughtful attention
- Difficult since people can understand more than they can speak and leaves gaps for the mind to wander
18
Q
4 Ss
A
- Speaker
- Setting
- Style
- Subject
19
Q
Active Listening + Manager
A
- Learn from what they hear
- Employees appreciate being heard and may share more in the future
- Results in increased cooperation, greater productivity, and better morale
20
Q
Improve listening by…
A
- Remove barriers
- Focus on conversation
- Stop talking and do not interrupt
- Discontinue all other tasks and look directly at the other party
- Listen for the message
- Provide a response/feedback
21
Q
Techniques to Show Listening
A
- Let the employee know you hear the message in both emotion and content
- Probe or ask questions to clarify information
- Advise or provide comments
- Paraphrase to describe what person is saying
- Provide empathetic response
- Use nonverbal communication
22
Q
Demonstrating Authenticity
A
- Managers should ensure communications express clear, believable messages
- Important to listening process
- Managers should receive honest information in a timely manner and let employees know that they want honest assessments of problems
23
Q
Mistakes that Threaten Authenticity
A
- Hesitancy or distrust in words used to deliver message or characteristics of voice
- Making potentially unpopular announcement without laying groundwork
- Telling well-intentioned lies or partial truths
- Overlooking the effect of power on relationships
24
Q
Active Voice
A
- Subject is performing action
- “Everyone must read the policy”
- Use when action is required
- Appropriate for letters, proposals, policies, procedures, and other correspondence
25
Passive Voice
- When subject is acted upon
- "The policy should be read by everyone"
- Better option when you do not want to assign blame, directly state who did something, communicate bad news
26
Delivering Bad News
- Be assertive and clear with the message
- Show empathy
- Explain the rationale behind it for better acceptance of news and to be perceived as open, informative, and honest
27
Medium
- Channel through which messages pass
- Each approach has communication challenges
- EX: Email, written reports, memos
28
Meetings
Appropriate when delivering a message that may elicit a strong reaction or when discussion is needed
29
Meeting are beneficial when...
- Trying to solicit ideas and solutions
- Complex problems need solving
- New policies/procedures need to be explained
- Technical/complex information must be conveyed
30
Meetings + Managers
- Only hold when necessary
- Start and end meetings on time
- Encourage appropriate discussion
- Prepare an agenda
- Determine time limits for agenda items
- Establish a protocol for action items
31
Holding Effective Meetings
- Determine its necessity
- Determine its purpose
- Determine invitees
- Prepare an agenda
- Select a time and place
- Start and end on time
- Take meeting minutes
- Create a culture of respect/openess
- If new issues are raised, consider a future meeting to address it
- Assign responsibilities for follow-ups with specific time frames
32
Email
- Same guidelines for memos
- Organization policies usually guide use of workplace email
- Appropriate for one-way dissemination of easy to understand messages
- Caution when using email to communicate complex concepts, bad news, or emotionally charged material
33
Email Guidelines
- Provide a subject line that alerts or gives purpose
- Keep email limited to one topic and concise
- Explain the reason for sending email in first paragraph
- Professional tone
- Please and Thank you
- NO ALL CAPITAL LETTERS
- Only include essential attachments
- Use bullets, lists, headings, and ample white space for easy reading
- Avoid copying others unless necessary
- Do not forward messages without permission
- Include comprehensive contact information in signature line
34
Angry/Upset Employees
- Listen well so that they feel heard
- Provide empathetic response
- Recognize the problem or issue
- Respond to problems and emotions, work together to develop solution
- After agreeing on source of action, ask employee if solution has resolved their concerns
