Communication barriers

Business
Communication
Damanjit Virk

What is communication?

• What do you think communication is? How
would you define it?

Take a few moments write down some of
your thoughts…

www.wchsolutions.com

What is communication?
w When

w Where

H w What
How

w Why

w Who

The Process of Communication

• Communication is a process that involves the
transmission of meaningful information from one
party to another through the use of shared
symbols.
Communication from Latin verb “communicare” =
make common , share, participate, impart .

It is successful when meaning is understood.

It is the basis of all interactions.

2. Communication

• Communication is defined as the interchange of
thoughts or opinions through shared symbols;
e.g. language, words, phrases, body language etc.

• Some synonyms of the word communication are:
message, directive, word, contact, commerce, co
mmunion, intercommunication, intercourse, conv
erse, exchange, interchange, conversing, discussin
g, talking, conversation, discussion, talk, advice, in
telligence, news, tidings.


3.Communication

The art & technique of using words
effectively by participants to impart
information or ideas or feelings
through common language or means.

An active process which involves
encoding, transmitting, and decoding
the intended message.

The Process of Communication

 Facts – bits of information that can be objectively
measured.

 Feelings – an individual’s emotional responses to
decisions.

Nature & Features
Nature: It is a 2 way exchange, inevitable, systemic, social,
dynamic, continuous, involves transaction, spiraling
process, contextual and skill based.
It’s nature conversational

It has 5 identifiable features
Meaning based,
conventional,
appropriate,
interactional
and structured (macro and micro).

Seven Communication Myths
• We only communicate when we want to
communicate
• Words mean the same to both the speaker and the
listener
• We communicate chiefly with words
• Nonverbal communication is passive communication
• Communication is a one way street
• The message we communicate is the message that
the listener receives
• There is no such thing as too much information

Good communicators….
• Know what they want to say
• Establish and maintain relationships
• Understand others perspective
• Active listeners
• Understand and clarify messages

Four facets of communication

• Three are four facets in all types of
communication:
– Sender
– Receiver
– Information
– Behavior


Sender-Receiver Model
• Sender:
– initiates a thought/feeling
– Encodes it into words
– Transmits it
• Receiver:
– Decodes the message
– Assigns thought/feelings to a response
– Encodes a response
– Sends a message back

Four facets of communication
• In any communication:
– The Sender is the person trying to communicate a
message
– The Receiver is the person at whom the message is
directed
– A message is sent to convey information
– Information is meant to change behavior
– Encoding: Changing the message from mental
form to symbols into words ,gestures, signs of
visual/aural language.
– Decoding: Interpreting the symbols or words
together with tone, attitude and choice of words.


The Communication Model

Communication Noise
Channel

Sender Receiver
(encodes message) (decodes message)

Feedback
Noise

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.

Two-way Communications :Process of sending
and receiving information among people… Feedback makes it
complete.

Feedback

receiver sender
IDEA-Encoding

Channel RECEIVER
SENDER
Channel for Decoding-
message Encoding of response
(perceived meaning
and interpretation)

16 July 23, 2003

The Communication Process: Feedback

• Feedback allows the sender to clarify the message if its
true meaning is not received.

Two-way Communications – communication channels
that provide for feedback.

One-way Communications – communication channels
that provide no opportunity for feedback.


How do we communicate?

• Think of the many ways in which you
communicate…

Take a few moments to write down some of
your thoughts…


What are the most common ways
we communicate?: CHANNELS

Written Word

19 July 23, 2003

How we communicate
• We communicate and build interpersonal
relationships through:
– Speech
– Writing
– Listening
– Non-verbal language
– Music, art, and crafts
• (All above are Scope)


Types of
Communication

VERBAL NON VERBAL

Dialogue Body language
Gestures
Monologue
Postures
Discussion Facial expression

Classification by numbers
• Intrapersonal
• Interpersonal
• Group
• Mass

• Meta Communication: Choice of words
unintentionally communicates meaning. Eg:”I
have never seen you so smartly dressed”
• Paralinguistic/ Paralanguage :Tone

TOTAL VERBAL COMMUNICATION PROCESS

Writing
9% Speaking
30%
Reading
16%

Listening
45%

Methods of Communication
80% of working day involves communication

Used Taught/Addressed

Listening 45%
Least
Speaking 30%

Reading 16%
Most
Writing 9%

Listening:
45% of Communication ---------------------- 25% Efficiency

Missed communication

As the Manager As Purchasing As Marketing
Requested it. ordered it. wrote it up.

As the Art Dept. As the Supervisor What the Employee
designed it. implemented it. really wanted!


70 % or all our communication efforts
are:
misunderstood, misinterpreted, reje
cted, disliked, distorted, or not
heard (in the same language, same
culture)!

Why do we Mis- Communicate?

• lack of Clarity

• Lack of vocabulary to
express thoughts and feelings

• Lack of fluency

• Lack of listening ability

Why we communicate- Functions
We communicate to:
1. Share our ideas and opinions
2. Provide feedback to others
3. Get information from others
4. Gain power and influence
5. Problem solving
6. Decision making
7. Facilitating change
8. Develop social relationships, group building, gate
keeping, industrial relations.
9. Management roles: Motivating, job instructions, performance
feedback, controlling, ensuring effectiveness etc.
10. Maintain self-expression and our culture
11. Spreading rumours or grapevine
12. Emote

Evaluation of Communication Effectiveness

Fidelity-Distortion free quality of a message.
Economy-Minimum of energy, time, symbols and
cues used encode to maintain fidelity & impact.
Congruence-of verbal and NVC
Influence -of sender over receiver, comfort &
efficiency
Relationship Building – trust.

Purpose & Scope
Purpose Scope includes
• Inform Scope is unlimited
• Verbal & Non verbal;
• Persuade
• Interpersonal, Intrapersonal
• Educate & Mass;
• Train • Human Communication;
• Reading, writing, speaking
• Motivate and listening.
• Integrate • and build interpersonal
relationships .
• Relate
• Music, art, and crafts
• Entertain

Why Managers need Communication
skills?
6 Important Functions of Management:
Forecasting, Planning, Organizing, Instructing,
Coordinating, Controlling.
Managers need to perform 3 inter-related roles:
• Interpersonal
• Informational
• Decisional

Communicating With Employers

– Follow-up
– Email
– Phone/Voice Mail
– Cell Phones
– Face to Face
You can get through life with bad manners,
but it's easier with good manners.
--- Lillian Gish

Choosing your medium

• To determine the best medium for your
message determine:

– What you as the sender need to achieve
– What the receiver needs to know. What the
receiver wants to know
– How detailed, important, and or personal the
information in the message is
– Which behavior you want to influence and how


All messages do not reach the receiver due to
“distortion”

Feedback

Sender Receiver

Distortion

36 July 23, 2003

Two-way Communications :Process of sending
and receiving information to people… Feedback makes it complete.

Feedback

receiver sender
IDEA-Encoding
RECEIVER
SENDER Channel Decoding-
Channel for Encoding of response
message (perceived meaning
and interpretation)

38 July 23, 2003

Constructive Feedback

• Focus your feedback on specific behaviors .
• Keep personality traits out of your feedback by
focusing on what rather than who.
• Investigate whether the employee had control over
the results before giving feedback about
unsuccessful behaviors.
• Feedback should be given as soon as possible.
• Ensure privacy when giving feedback about negative
behaviors.


4 Main Functions of Communication

Information Control

Communication

Emotional expression and
Motivation
Interdependence

Scope of Communication in
Management
External Dimension Internal Dimension
• Building relationships with • Formulating corporate
external agencies and vision, laying down policy
stakeholders. objectives, implementation to
• Establish a healthy external achieve goals.
organizational climate of • Proper understanding of
trust, cooperation, collabora policies in their right spirit.
tion, innovation and • Obtaining co operations and
commitment. for Communications within
and between functional depts.
• Advertising, publicity and
public relation functions • Public relations
create public image and • Job related
goodwill. instructions, suggestions
, advice and orders.

Communication styles
1. Declaration
2. Interrogation
3. Imperative –Request, Command, Exclamation
• Choose –Affirmative or Negative
• Specific well Defined, Clear, Explicit, Closed
• General, Vague, Ambiguous
• Syntax –Humor, surprise, matter of fact, empathy
• Use power words –Avoid problem words

Assertive Communication Skills

• Assertive communication skills—communicate in ways
that meet one’s own needs while at the same time
respecting the needs and rights of others
• Several less effective styles people tend to use because they
are indirect or not mindful of needs:
 Passive communication – an individual does not let others
know directly what he or she wants or needs.
 Aggressive communication – a forceful approach that
expresses dominance or anger.
 Passive-aggressive communication – avoids giving direct
responses but rather tries to “get even” with others.


Skills for Managing Communication

Assertive Communication Skills

Presentation Skills

Listening Skills

Nonverbal Communication
Skills


Organisational Structure

• Organisational Structure gives rise to
directions and flow of Information

Two CHANNELS: Formal and Informal
In downward flow effectiveness reduces to 20%

Dimensions or Patterns of Formal
Organizational Communications

Downward Communication

Upward Communication- Participative
Performance, market info
.financials, grievance, appeals, reports, sugge
stions

Horizontal Communication
Functional managers of same level reporting
to same person, have common goals,
coordination mandatory


Three types of Formal Organizational
communication
• Upward, Downward, Lateral
–Linking-pins
–Ombudsperson- Swedish for
commissioner to investigate public
grievances against officials but now
important way of promoting upward
communication in American cos like
GE, AT&T

Formal Communication.
Advantages Disadvantages
• Helps Maintain Authority and • Time consuming
fix responsibility
• Better • No emotional or social
coordination, understanding bonds are established.
and cooperation.
• Bias and preferences do not
• Inhibits free flow of
effect, no leakage of info. information and hi end may
• No overlap, reliable. not know of vital info.
• Memos letters etc. facilitate
smooth functioning, follow up
and compliance.
• Maintains respect and
Protocol of Org. structure

Downward: Authoritarian
Feedback is
tough, dilution, filtered, withheld, distorted, time
consuming,

Written
• Instructions
• Memoranda Oral
• Letters • Instructions
• Handbooks • Speeches
• Policy statements • Meetings
• Procedures • Telephone
• Electronic displays • others

Choosing your medium

• Depending upon the situation, one method of
communication may be better than another.
1. In person: one-to-one
2. In person: meetings, small groups
3. In person: presentations, large groups
I. Letter
II. Memo
III. Note
IV. Email
V. Voice mail


Choosing your medium?

• How would you communicate…?
– an organizational change in your unit
– the introduction of a new employee
– a change in someone’s job duties
– a reprimand
– notice of a meeting

your thoughts…

Ans: Choosing your medium

• The best way to communicate…
– an organizational change in your unit by memo and
small group meetings
– the introduction of a new employee by group
and one-on-one meetings
– a change in someone’s job duties by memo and
one-on-one meeting
– a reprimand in a one-on-one private meeting
– notice of a meeting by memo and email

Managing Organizational Communications

Face-to-Face Electronic Communication
Communication

Written Communication Informal Communication


Communication Channels Ranked by
Information Richness
Richest Channel Leanest Channel

Physical Interactive Personal static Impersonal static
presence (face- channels channels (memos, channels
to- (telephone, letters, reports (fliers, bulletins, g
face, meetings) electronic media, tailored to eneralized reports)
voice mail, e-mail) receiver)

Best for non- Best for
routine, routine, clear, sim
ambiguous, ple messages
difficult messages


Grapevine
• Phenomenon, informal, spontaneous, happens every where
people get together.-Flows down water coolers, hallways,
lunch rooms.
More prevalent when:
• Uncertain times or difficult periods.
• Inadequacy or lack confidence, formation of groups.
• Formation of coterie or favorite groups by managers, leading
to insecurity or isolation.
• Exists as Chains:
• Straight(A>B>C …By selection),
• Gossip (non office for everyone),
• Probability (random/indifferent selection of listener for
interesting but insignificant matter)
• Cluster Chains (A to selected individuals and they to other

Grapevine
Merits Demerits
• Speedy Transmission- planted • Undependable, not
under guise of confidential or creditable, can be
top secret or between you and contradictory.
me. • Incomplete and distortion of
• Feedback on policies and pulse information.
of organization. • Premature leakage of
• Support other channels of information
comm. as a parallel. • Can cast aspersions on
• Psychological motives, any kind of stories
strength, satisfaction, solidarit about responsible people.
y of workers and maintains • Can tarnish the image of the
social entity of the company.
organization

Informal Communication
• Also called the grapevine – informal communication that
takes place at the workplace.
can be about promotions and other personnel decisions
can be about company events (new products, downsizing)
must be managed so that negative rumors do not hurt
morale

• Management by Wandering Around (MBWA) – dropping
in unannounced for spontaneous conversations
builds levels of trust
stops harmful rumors


Effective Use of Informal comm. by
manager
• Tactfully well informed
• Enhance self worth of employees
• Open door policy, healthy upward
communication.
• Identify leaders and get feedback.
• Discourage rumor mongering, small talk and
character assassination etc.

FACTOID

The average employee receives about
190 communications a day by paper,
voicemail, email, phone, etc.

from a Pitney-Bowes survey
(90% time spent by high level, 65% by middle and 25%
by supervisors)

TYPES OF COMMUNICATION

ORAL WRITTEN
• FACE-TO-FACE ……………………..
• MEETINGS • ELECTRONIC
• INTERVIEWS NON VERBAL
• GRAPEWINE
• TELEPHONE
(VOICEMAIL)

Oral Communication

3 Principles used are:
accuracy, brevity, clarity

Speaking
• Speaking requires. . .

– concentration and
energy

– sharp focus

– logical thinking

– clear phrasing

– crisp delivery

Styles of verbal communication
Successful Organizations must learn two distinctly different
styles of communication.
• Monologue
• Dialogue
• Skillful Discussion
• Arguments – Avoid, rather motivate or discuss
• Conversation - Popular
• Grapevine
• Interview – Critical and complex approach

• Communication follows PATTERNS: like wheel, Y, circle, all
channel, nets, kite, slash etc. depending on the hierarchy

Skillful discussion Vs Dialogue
Discussion Dialogue

• The team intends to • Intention is
come to closure exploration
• Make a decision • Discovery
• Reach agreement • Insight
• Identify priorities • May reach an
• Focuses on task such agreement, but that
as agendas, is not the intent of
priorities, the communication.
assignments.

Features :Oral Communication
Instantaneous 2 way process, used in daily life, involves
2, conversational nature, cannot be erased but has no
record, used for all interactions and relationships.

Essentially used for:
For groups: Persuasion, Negotiation, Meetings, Lectures/
Speeches, presentations, Seminars, conferences,
workshops etc.
For Individuals: Interviews, Telephone, Grapevine, Face to
face.
Only way out during Emergency.

FACE-TO-FACE

Most people prefer to
get information face-
to-face, especially
from their immediate
supervisor

The Benefits (face-to-face)
• Is as important as the written word
• Helps to build good working relationships with colleagues.
• Economical wrt men and material resources.
• Immediate and having more impact.
• Used during emergencies.

• Opens two-way communication, Tool for persuasion and
group communication.
• Allows for immediate response to
questions, misinterpretations, feedback, evaluation etc.
• Takes advantage of voice and body language

The Challenges (face-to-face)
• Use in-person communication when you have
to share information that will affect the
audience
• Use for performance evaluations and
feedback
• Use when the information being
communicated needs immediate attention
• Be prepared to answer questions directly and
immediately

Disadvantages
• Face to face spoken
communication, however, leaves no record of
what has been said, hence not legal.
• Gets distorted while in chain of travel.
• Possibility of misunderstanding.
• Unsuitable for long messages.
• Unsuitable for spread pout groups.
• Difficulty to assign responsibility and
accountability.

The Do’s and Don’ts (face-to-face)

• DO -- give people your undivided attention -
- listen, really listen, give full attention
• DO -- give people honest, direct and
comprehensive information
• DO -- treat people’s ideas and concerns as
critical and serious - EMPOWER THEM

Face-to-Face cont…..

• DON’T -- tell people “what”, tell them
“why, how, and the larger picture”
• DON’T -- make the conversation one-
way. Invite responses -- discuss and
debate
• DON’T -- answer the phone or take a
call when someone is in your office

Face-to-Face cont...

• DON’T -- wait too long to ask for (or to give)
feedback, gather information immediately

• DON’T -- hold back bad news. Treat people
as intelligent adults, they want to hear the
truth

Communication is not over
when you finish delivering
your message

STOP
S = Stop before u start talking
T = Think think what u want to
speak
O = Organize Organize your thoughts
P = Proceed Proceed to talk

TIPS FOR EFFECTIVE ORAL COMMUNICATION

•Regulate your pace of talking, Modulate your voice, Use
intonation, Maintain eye contact, Use facial
expression, Be confident, Be sincere and honest
•Consider the objective, think about interest of the
receiver, use wit or pleasantries, give full facts, be
descriptive not evaluative. Develop the conversation.
•Learn to Listen and not hear, Take short pauses, Think
before u talk, Be polite in tone, Avoid disagreement.
•Use wide range of vocabulary, Don’t be repetitive, vague.
•Understand & respect your audience/the person
•Learn to read & understand non verbal language
•Keep it short, precise & simple, Summarize

All communication methods are important in
training but our emphasis will be upon the
spoken word... since

70 % or all our communication efforts are:
misunderstood, misinterpreted, rejected, dis
liked, distorted, or not heard (in the same
language, same culture)!

Barriers to communication

• What are barriers to communication that
exist in any work setting?

your thoughts…


The Communication Process

Communication Noise
Channel

Sender Receiver
(encodes message) (decodes message)

Feedback
Noise

The Communication Process:
Barriers to Effective Communication
• Barriers can disrupt the accurate transmission of
information.
• These barriers take different forms:
 Sender barrier:
 Encoding barrier
 Communication channel barrier
 Noise barrier

 Receiver barrier:
 Decoding barrier
 Feedback barrier
 Perception barrier


What causes distortion or the barriers to
understanding/listening?

• Semantics(expressions/transmis • Physical: Media, Environment – noise
sion of meaning), Perceptions
• Technological
Language, Inflections.
• Cross cultural, Geographical • Organisational
• Individual: Preconceived • Wordiness
notions/expectations, Psycho- • Attention span
sociological, Personal Interests
• Interpersonal: Emotions, • Physical hearing problem
Relationship • Speed of thought

81 July 23, 2003

Barriers to Effective Communication
Psycho- sociological
• Misinterpretation :Style, choice of • Inarticulateness
words, humour, brevity, credibility, • Hidden agendas
charisma and language.
• Status
• Evaluation of sender
• Environment, Health
• Projection, Stereotyping
• Emotions
• Arrogance and superiority
• Differences in backgrounds
• Defensiveness
• Unmanaged stress • Poor timing
• Corporate culture, Status • Personality conflicts
• Selective perception • Assumptions
• Halo Effect • Authority relationships
• Fears-Reluctance to confront • Filtering
– Ridicule, rejection, fear of being wrong

Barriers of Organizational
Communications
• Communications in organizations can be complex.

• Possible organizational barriers to communication
includes:
 Differences in employee status and power
 Diversity, Differences in interests
 Culture and climate, Rules and regulations
 Complex Organizational structure
 Lack of facilities and opportunity
 Lack of Cooperation.


• Some common barriers to Interpersonal
communication include:
– Unclear process: The receiver and sender may not share
the same language, slang, jargon, vocabulary, symbols
– Chain of command: There may be too many layers that a
message passes through between sender and receiver
– Large size of an organization, geographic
distance: Large numbers of receivers require good message
sending methods
– Personal limitations: Physical and mental disabilities, and
differences in intelligence and education may interfere with
mutual understanding



• Additional common barriers to interpersonal
communication include:
• Coming from Superiors:
– Human nature: Peoples’ egos, prejudices, and traditions can get
in the way, lack of trust, consideration for needs and time for
subordinates.
– Conflicting feelings, goals, opinions: If people feel on
opposite sides of an issue they may not share
– Power: The idea that knowledge is power can lead to information
hoarding, retaining authority, fear of losing control.
– Bypassing or Overloading Information.


Common barriers to interpersonal
communication
Coming from Subordinates:
 lack of proper channel
Lack of Interest
Lack of trust
Lack of cooperation
Poor relationship with seniors
Fear of Penalty

Cross –Cultural/ Geographical Barriers
• National character/ personality
• Language and Culture
• Values and Norms
• Social relationships
• Concept of Time & Space
• Non Verbal Communication
• Perception

Physical/ Channel Barriers
• Noise
• Environment: External Transreceivers, no. of
links in the chain, Circumstances.
• Physical factors:
light, temp, ergonomics, numbers, distance, v
oice & visual quality
• Defects or Disruptions in the medium

Technical aspect of Barriers
1. Communication usually fails (Murphy’s Laws)
2. If message can be understood , it be in the most
harmful way.
3. Filtering: Sending info. not objectively but to be
received favorably; more vertical levels of
hierarchy filter information
4. Meta communication: msg apart from the msg.
Exists in people’s minds.
5. Noise: Mechanical distraction

Barriers in Communication
(that have to do with the COMMUNICATOR)
• Unwillingness to say things differently
• Unwillingness to relate to others differently
• Unwillingness to learn new approaches
• Lack of Self-Confidence
• Lack of Enthusiasm
• Voice quality
• Prejudice

(that have to do with the COMMUNICATOR)

• Disagreement between verbal and non-verbal
messages
• Negative Self Image
• Lack of Feedback
• Lack of Motivation and Training
• Language and Vocabulary Level
• Lack of Self Awareness

(that have to do with the RECEIVER)
• Selective Perception
• Unwillingness to Change
• Lack of Interest in the Topic/Subject
• Prejudice & Belief System
• Rebuttal Instincts
• Personal Value System
• Here-and-Now internal & external factors

External Barriers in Communication
• Environment
– The venue
– The effect of noise
– Temperature in the room
• Other People – Status, Education
• Time

Overcoming Barriers
• Sender should be clear of Ws and Hs.
• Receiver should be attentive, listen actively, clarify, question
and be empathetic
• Together they should listen , share and be alert to avoid the
inevitable miscomm.
• They must foster relationships between seniors and
subordinates.
• Purposeful, focused and precise, accurate, clarity
• Avoid Jargons and technical language
• Give right feedback, build proper channels of comm.
• Flat org. structure, division of labour, avoid overload
• Minimize Semantic barriers, not use jargons or unfamiliar
expressions

Listening…the other side of communication

Too many people see communication as merely speaking.

Messages must be received as well as sent.
A good question to ask yourself is, are you really listening or
simply waiting for your turn to talk?
If you are thinking about your reply before the other person has
finished, then you are not listening!

95 July 23, 2003

The power of listening

The philosopher Epictetus stressed the
power of listening in this quote:

“Nature gave us one tongue and two ears
so we could hear twice as much as we
speak.”


Listen actively

• Prepare to listen by focusing on the speaker
• Select a mode: Careful, attentive, skimming
• Concentrate and match your thought with ROS
• Control and eliminate distractions so that you can
focus on the message. Don’t do anything else
(writing, reading, email) but listen:
anticipate, focus, review.
• Establish appropriate eye contact to show
interest, interpret symbols and signs. Listen for sign
posts.
• See listening as an opportunity to get
information, share another’s views, and broaden your
own knowledge www.wchsolutions.com

Listen actively

• Create a need to listen by thinking about what you can
learn from the speaker
• Set aside the time to listen so that you won’t feel rushed
or become distracted by other responsibilities
• Don’t prejudge the message based on who is delivering
it. Focus instead on the content of the message. Don’t
evaluate.
• Monitor the way you listen by asking yourself questions
such as “Did I really pay attention or was I thinking about
what I was going to say next”? “Was there information I
missed because I allowed myself to become distracted”?


Note taking
• Write informal outline format, main points and leave space
for sub points.
• Note aids to be ready, match up with speaker
• Use underlining of main ideas, use symbols and short
forms.
• Always record definitions, unfamiliar concepts and vocab.
• Ask questions to clarify concepts.
• Write only important points , not details, use telegraphic
lang., abbreviations.
• Polishing: fill in missed points after the speech.
• Review notes – understandable, make notes for reference
work , in the margins; use highlights.

5 Basic reasons we Do Not Listen

• Listening is Hard Work
• Competition
• The Rush for Action
• Speed differences (120 wpm v/s 360 wpm)
• Lack of Training

Barriers
• Perceptual barriers: Frames of reference, experience and
expectations, relationship with speaker, Selection for profits,
reject criticism. Psychological, sociological.
• Speaker related- speed, clarity, P, p, p mannerisms, unfamiliar
expressions.
• Listener related- Rejection, ‘I Know it all’, mental state,
interest in appearance, purpose unclear.
• Misunderstanding NVC , or overuse.
• Environmental: chatting with next person, time, light, noise,
discomfort etc.
• Faking attention, making it passive. Listening only for facts.
Yielding easily to distractions.
• Rates of speaking and listening, thought.

4 Levels of Listening
• The Non-Listener
• The Marginal Listener
• The Evaluative Listener
• The Active Listener: Listening for Retention

Personal Characteristics:
sex, verbosity, intelligence, scholarly
excellence, motivation, organisational
structure and environment.

4 Types of Listening
• Discriminative
• Evaluative
• Appreciative
• Empathetic
• Faulty listening: Pseudo
listening, selective, self
centered, insulated, defensive, fill-
in, reconstructive based on prior experience.

Guidelines for Active Listening

• Do create a supportive • Don’t try to change the other’s
atmosphere. views.
• Do listen for feelings as well as • Don’t solve the problem for the
words. speaker.
• Don’t give advice.
• Do note cues.
• Don’t pass judgment.
• Do occasionally test for
• Don’t explain or interpret others’
understanding. behavior.
• Do demonstrate acceptance and • Don’t give false reassurances.
understanding. • Don’t attack if the speaker is
• Do ask exploratory, open-ended hostile.
questions. • Don’t ask “why” the feelings.


Listening Skills
• Help create understanding between both parties
• Are an active rather than passive activity
• Use of nonverbal indicators, like eye contact, tone
of voice, or touch
• Are an invaluable skill for managers


Applications of Management Perspectives—For
the Manager

• Use your listening skills when dealing with an
employee who has an issue that is emotional in
nature.
• Try to understand the issue from the employee’s
perspective.
• If it is necessary to give negative feedback, make
sure that the behavior being criticized is one the
employee is able to control.


Improving Listening Skills
• By not being Preoccupied
• Being Open Minded & Non Defensive
• Minimizing Interruptions
• Effective Listening is: Hearing, interpreting
when necessary, understanding the message
and relating to it.
• By Asking Questions

How can we improve our listening skills?
Eliminate distractions
Concentrate(stop talking)
Focus on the speaker (put him at ease)
Maintain an open mind
Look for nonverbal cues
Do not react to emotive
words/prepare answers or retorts
while listening
Ask questions
Sit so you can see & hear
Avoid prejudices, be empathetic
Take notes
Ask for clarification
Go easy on arguments/criticism

108
Silence promotes listening
July 23, 2003

Silence as Communication-
Is Multi-Pronged communication
• If you cannot understand a mans words how will you
understand his Silence.
• Silence by nature communicates.
• Deftly used to communicate.
• “Silence is half consent”
• Communicates, yes, no, disinterest,
• Suppression of emotion/excitement – interpreted by body
language / attitude.
• Collective silence, working in silence- satisfaction
• Silence in meetings – mentally absent, Interview-
ignorance, Audience - Interest and discipline.
• “Silence Please”

How can we improve our listening &
Communication skills ?

SUMMARIZING
PARAPHRASING
Pulling together the
Restating what another main points of a
has said in your own speaker
words

QUESTIONING

Challenging participants to
tackle & solve
problems

110 July 23, 2003

Paraphrasing…try it out!

Use initial phrases such as:
Paraphrasing is simply
restating what another
person has said in your own  In other words…
words.  I gather that…

The best way to paraphrase  If I understand what you are
saying…
is to listen carefully to what
the other person is saying.  What I hear you saying is…
 Pardon my interruption, but let
Paraphrase often so you me see if I understand you
develop the habit of doing so. correctly…

Practice some of the
following techniques on your
colleagues.
111 July 23, 2003

Summarizing…try it out!

Summarizing pulls important
ideas, facts or data together to
establish a basis for further
discussion and/or review progress.

The person summarizing must
listen carefully in order to organize
the information systematically.
Try out these summarizing phrases:
It is useful for emphasizing key
“If I understand you correctly, points.
your main concerns are…”

“These seem to be the key
ideas you have expressed…”

112 July 23, 2003

Questioning…a critical facilitation skill
There are two basic types of questions:

1. Closed questions

generally result in short yes/no or other one word
answers. They should be used only when you want
precise, quick answers. Otherwise, they inhibit thought.

2. Open-ended questions

invite an actual explanation for a response. Questions
that begin with “how”, “what” and “why” are typical.

113 July 23, 2003

Practice your questioning skills…

Rephrase the following closed questions to make them open-
ended:

1. Are you feeling tired now?
2. Isn’t today a nice day?
3. Was the last activity useful?
4. Is there anything bothering you?
5. So everything is fine, then?
(Compare your answers with those in the notes below)

114 July 23, 2003

That’s a good question!

• Close end questions limit the answer to yes or no
• Open end questions allow the responder total freedom in
answering
• Direct questions ask for specific information; limit
answers to brief fact statements
• Probing questions follow up other questions to solicit
additional information
• Hypothetical questions present a theoretical situation to
which receiver responds

See examples of each on the next slide…


Good question - examples

Close end question
“Did you attend the staff meeting this morning”?
Open end question
“What was discussed at the staff meeting this morning”?
Direct question
“Which topics were listed on the meeting agenda”?
Probing question
“Can you tell me more about the first agenda topic”?.
Hypothetical question
“What would you have done, if you had not had the chance to
present your idea at the meeting”?


Other questioning techniques include:

Direct questions: asked of a particular individual – allows you to initiate
control – good for re-directing discussion from excessive talkers.

Return questions: puts the question back to the questioner or group –
“What do you think about that?”

General overview questions: used to initiate a discussion or set up a
thoughtful exercise – “How would you respond to the situation?”

Hypothetical questions: tests the responder’s problem-solving ability by
posing a hypothetical situation – “If you had an unlimited budget, what
would you fund?”

117 July 23, 2003

Other helpful techniques to foster communication (both
verbal and non-verbal)…

Repeat the last
Nod Your Head word or two of the
prior speaker

Maintain eye Keep an open
contact body position

Repeat a sentence
Make encouraging
or part of one
statements

118 July 23, 2003

Ask yourself…

• Which of the skills covered in
this module was most useful
as you think about
conducting a training event?

• Which was the easiest to
employ?
Write down three things
• Which was the most difficult you want to do to improve
for you? your communication skills…
and practice them
prior to your next training event

119 July 23, 2003

Reading skills
• Careful Reading:50-350 words/min.for
accuracy, analysis, problem solving, proof-
reading. Stays in memory for long.
• Rapid:300-600, light content, no conceptual
burden.
• Skimming: up to 1500 words/min, eyes go over
the words, skipping the details. Grasp main ideas
or review. Less time.
• Scanning: Fastest, upto 3000, specifically search
for some info. Requires focus of attention.

Reading
• Reading should enhance
comprehension, speed should not
compromise.
• Reading Efficiency= Speed x Comprehension
• Retention is independent of Reading.
• Depends on education, mental and physical
capability, interest and practice
• Can be improved by……...
• What is Executive reading? SQ3R Technique?

7 C’s of effective Communication
1. Courtesy and Consideration: Diplomacy, Tact and
Appreciation go a long way in the business world.
• You Vs I attitude.
• Interest in receiver, emphasize his benefits, positives
and pleasant facts.
• Be sincere, tactful, thoughtful, appreciative.
• Use expressions of respect and are non-discriminatory.
• Positives(Benefit, happy ,help, pleasure, thoughtful,
loyal, generous etc.) Vs Negative words
(problem, blame, unfair, fault, failed, neglect, reject,
trouble etc.)

2.Clarity
• Mind of Sender> Transmission> Receiver
• Simple, precise and familiar words.
• Limit sentence to average of 20 words.
• One idea per sentence.
• Main idea should occur early in word order.

3. Correctness
• Level of knowledge, education and status of
coder and decoder are important.
• Use right level of language, formal or
informal, not substandard.
• Check accuracy of words, facts and figures.
• Maintain acceptable writing mechanics:
grammar, punctuation and spelling etc.

4. Concreteness
• Specific, definite, factual and vivid Vs vague
and general.
• Used Denotative ( direct, explicit) Vs
Connotative(ideas, notions).
• Use action verbs (will consider), active voice.
• Choose vivid image building(Spark Plug).
• Facts and figs.(50%) Help decipher and
understand more correctly, the way it was
intended.

5. Credibility
• Long drawn out process, build over time, after
constant interaction.
• Receiver has trust and security and feels his
interests and safeguarded.

6. Completeness and Consistency
• Provide all info.: 5Ws
• Answer all questions,
• Give something extra when desired. Eg: Tariffs
of rooms
• Difference in perceptions and background may
hinder so eye contact and body attitude
maybe used to completely interpret.

7. Conciseness
• Saying it in the fewest possible words. Briefly.
• Eliminate wordy expressions: single word
substitutes vs phrases, long conventional
statements vs concise versions (American )
• Include only relevant material, stick to
purpose, avoid rambling, omit obvious info. Avoid
long, unnecessary explanations, excessive
adjectives.
• Highlight the important point tactfully and
concisely.
• Avoid repetition: use pronouns, substitutes etc

4 S’s of communication
• Shortness: brief Vs Verbose
• Simplicity: Concepts and terminology
• Strength: Credibility
• Sincerity: Deceit will sabotage future
relationship prospects.

Nonverbal Communication Skills:
Instinctive, subtle, complimentary to
verbal, extensive
• Nonverbal communication is for messages with
emotional content.
• Dimensions : 55% NVC, 7% Words
 Body movements and gestures
 Eye contact
 Touch
 Facial expressions
 Physical distance
 Tone of voice :38%, A cry of agony is more powerful than a tale of
woe.

• Silence is golden; Smile is a diamond
• Eye contact-Trust and goodwill
• One ounce of image = one pound of appearance
• Facial Expression –Stern, busy, confused
• Body language –Confident, nervous, aggressive
• Nonverbal communication, known as “body
language” sends strong positive and negative
signals.

Non verbal communication
• 93% of all Comm.. is non
verbal
• Eye contact
• Facial expressions
• Body language
• Tone of voice
• Emphasis
• Deliberate silence
• Timing
• Appearance
• Touch
• Hand movements

COMMUNICATION

• 7% WORDS
– Words are only labels and the listeners put their
own interpretation on speakers words
• 38% PARALINGUISTIC
– The way in which something is said - the
accent, tone and voice modulation is important to
the listener.
• 55% BODY LANGUAGE
– What a speaker looks like while delivering a
message affects the listener’s understanding most.

• Body Language –Friendly, confident ,lazy etc
• Attitude – Sincerity,Success,self esteem
• Empathy –Show interest, feel ,comfort
• Grooming –Neat, proper, simple (no
distraction) Smart, Attention to detail, color
sense etc.
• Gestures –Synchronous, fine tune, avoid
irrelevant movements

• Body Language –Friendly, confident ,lazy etc
• Attitude – Sincerity, Success, self esteem
• Empathy –Show interest, feel ,comfort
• Grooming –Neat, proper, simple (no
distraction) Smart, Attention to detail, color
sense etc.
• Gestures –Synchronous, fine tune, avoid
irrelevant movements—Positive Vs Negative.

TYPES OF BODY LANGUAGE
Remember that you are dealing with “PEOPLE”

 (P)OSTURES & GESTURES
 How do you use hand gestures? Stance?
 (E)YE CONTACT
 How’s your “Lighthouse”?
 (O)RIENTATION
 How do you position yourself?
 (P)RESENTATION
 How do you deliver your message?
 (L)OOKS
 Are your looks, appearance, dress important?
 (E)PRESSIONS OF EMOTION
 Are you using facial expressions to express emotion?

Body language includes…
• Face
• Figure
• Focus
• Territory
• Tone
• Time

Each of these is described in the following slides…


Body language - face

• Face includes:
– Your expressions
– Your smile or lack thereof
– Tilt of the head; e.g., if your head is tilted to
one side, it usually indicates you are
interested in what someone is saying

What message are you sending if someone is
presenting a new idea and you are frowning?


Body language - figure

• Figure includes: : thin , youthful , tall and
Endomorphs: fat, round and soft. Meso:
Strong, athletic muscular bony.
– Your posture
– Your demeanor and gestures
– Your clothes and accessories such as jewelry.
– Appearance, Dress sense, grooming

What message are you sending if you are dressed casually at
an important meeting?


Body language - focus

• Focus is your eye contact with others
• The perception of eye contact differs by culture.
For most Americans…
– Staring makes other people uncomfortable
– Lack of eye contact can make you appear weak or not
trustworthy
– Glasses may interfere or enhance eye contact

What message are you sending if you are looking at
other things and people in a room when someone is
speaking to you?


Body language - territory

• Territory focuses on how you use space. It
is also called proxemics.
• The perception of territory differs by culture.
Most Americans are comfortable with an
individual space that is about an arm’s length in
diameter

What message are you sending if you keep moving closer
to a person who is backing away from you?


Body language - tone

• Tone is a factor of your voice
– Pitch is the highness or lowness of voice
– Volume is how loud your voice is
– Emphasis is your inflection

What message are you sending if during a disagreement
you start speaking very loudly?


Body language - time

• Time focuses on how you use time. It is
also called chronemics.
– Pace is how quickly you speak
– Response is how quickly you move
– Punctuality is your timeliness

What message are you sending if you are consistently
late for meetings?


Classification
• Kinesics
• Proxemics –Feature fixed, semi feature
fixed, Personal space –Zones.
• Chronemics
• Paralinguistic: way of use of voice/tone, Voice-
Pitch, Volume, Pronunciation, Pause, Pace, Fluenc
y, word stress.

• Sign Language : Depictions, Maps, blue
prints, pictures, traffic lights, rood signs, posters
etc.

Ideas to walk away with…

• People are always communicating
• The meaning intended by the sender is
never exactly the message gotten by the
receiver
• We can help to overcome barriers to
communication by being aware of them
• Verbal and non-verbal communication is
important in sending our messages


Interpreting Body Language
• People who are willing to listen
• People who are showing friendliness
• People who are anxious to interrupt
• People who feel frustrated or rejected
• People who feel threatened
• People who feel superior
• People who do not wish to communicate

People who are willing to listen
• Look directly at you
• Sit with their body forward
• Lean forward when standing
• Rest their chin on the palm of their hands
• Nod in agreement with what is being said
• Interject with supportive comments such as
‘Yes ! I see’ or ‘That’s right’

People who are showing friendliness
• Smile
• Use strong eye contact
• Have a static body posture
• Stand or sit with open, unfolded arms and legs, facing you
• Use non threatening gestures such as handshakes, pats on
the backs or arms
• Initiate and maintain conversation
• Use humour in speech
• Are polite and courteous to you

People who are anxious to interrupt

• Excited
• Look directly and intently at you
• Shift their posture while sitting
• Move while standing
• Rapidly move / vibrate their legs
• Try to come closer to you if possible

People who are Frustrated or rejected

• Feel tensed, become red in the face
• Use aggressive, downward hand gestures
• Hit the table or desk top with a hand
• Move to and fro rapidly in the room
• Get withdrawn from the conversation OR raise
the tone of their voice
• Look down and put their hands on their forehead

Information Sharing

• Giving Information • Getting Information

Sharing your ideas

• Why and when is it necessary to share your
ideas?

your thoughts…


Share your ideas to…

• State an opinion or position
• Give instructions or directions
• Announce a change
• Make presentations
• Participate in meetings
• Give information in emergencies
• Communicate the organizational
mission, vision, and values
• and other ideas you may have thought of


Obstacles to sharing ideas

• What can make sharing ideas difficult?

your thoughts…


Obstacles to sharing ideas…

• Your own shyness
• Fear of rejection
• Peer pressure
• Unorganized thinking
• Others possibly becoming defensive
• Physical disabilities (impaired sight, hearing, speech)
• Having to deal with aggressive people
• and others you may have thought of

Speak for yourself…

• To ensure your messages are clear, speak
for yourself, not for others:
– Speaking for yourself sounds like:
• I, me, my…
• I think, I feel, I want to know that…
– Speaking for no one sounds like:
• It, some people, everyone, they decided…
– Speaking for others sounds like:
• We, you, John, Mary said…

SHARE your ideas – a model

• State the main point of your message
• Highlight other important points
• Assure the receiver’s understanding
• React to how the receiver responds
• Emphasize/summarize your main ideas


SHARE – an example

State the main point of your message
“I’d like to talk to you about the new employee welcome program”.
Highlight other important points
“We need to discuss the new schedule, locations, and presenters”.
Assure the receiver’s understanding
“Do you need me to further clarify how we are making invitations”?
React to how the receiver responds
“I understand your concern about parking”.
Emphasize/summarize your main ideas
“To wrap-up, I’ll develop the schedule and make the room reservations, if
you can line up the guest speakers”.


Getting good information
• Why is it necessary to get good information
from others?

your thoughts…


Get good information to…

• Find out facts and details
• Get directions or instructions
• Try to understand another’s point of view
• Help someone solve a problem
• Resolve a team conflict
• Solve work problems

Obstacles to getting good information

• What can make getting good information
difficult?

your thoughts…


Obstacles to getting good information

• Lack of trust
• Assuming you already know it all
• Jumping to conclusions
• Not valuing diverse opinions
• Weak reading skills
• Weak listening skills
• Weak questioning skills

FOCUS on information – a model

• Focus the discussion on the specific
information you need
• Open-end question to expand the
discussion
• Close-end question to get specifics
• Use active listening skills to understand
what you are hearing
• Summarize and close the discussion

FOCUS on information – an example

Focus the discussion on the specific information you need
“I need to ask you about the computer meeting you attended
yesterday”.
Open-end question to expand the discussion
“What kinds of decisions were made regarding expansion of our
departmental system”?
Close-end question to get specifics
“Did the committee decide to buy Dell computers”?
Use active listening skills to understand what you are hearing
“What I think I heard you say was that the decision was made”?
Summarize and close the discussion
“So to wrap up, the system will expand and we will be using Dells.
Thanks for keeping me up to date”.


Giving feedback

• Why is it necessary to give constructive
feedback to others?

your thoughts…


Give feedback when…

• Someone asks for your opinion
• Work errors occur frequently
• A coworker’s habits disturb you
• A coworker’s behavior has negative consequences
• There are unresolved problems

Constructive feedback focuses on facts not people, solving
problems instead of placing blame, and strengthening
relationships instead of “being right”


Obstacles to giving constructive
feedback

• What makes it hard to give constructive
feedback?

your thoughts…


Obstacles to giving constructive
feedback
• Separating the person from the problem
• Others becoming defensive or angry
• Fear of negative consequences (especially if the other person is
a supervisor)
• Dealing with potential conflict (especially if the other person is
aggressive)
• Avoiding hurt feelings
• Preserving relationships
• Not having all the facts and jumping to conclusions
• Choosing the right time so that the other person is most
receptive


STATE feedback – a model

• State the constructive purpose of your
feedback
• Tell specifically what you have observed
• Address and describe your reactions
• Tender specific suggestions for
improvement
• Express your support and respect for the
person

STATE feedback – an example

State the constructive purpose of your feedback
“I’d like to give you some feedback about your training style so that your
evaluations will be more positive and you will enjoy it more”.
Tell specifically what you have observed
“I notice that you rely heavily on your notes”.
Address and describe your reactions
“I feel as though you are unsure of yourself when you read”.
Tender specific suggestions for improvement
“I can help you develop a PowerPoint presentation so that you can use the
screens as a cue instead of being tied to your notes”.
Express your support for the person
“You know a lot about the subject. With practice you can become a good
trainer”.


Test yourself…

1. Communication is defined as the interchange of thoughts or opinions
through shared symbols.
True___ False___

2. The four facets of interpersonal communication are
sender, receiver, information, and behavior.
True___ False___

3. Unclear process; chain of command; large size of an organization or
geographic distance; personal limitations; human nature;
conflicting feelings, goals, opinions; and power are examples of
barriers to communication.
True___ False___


Test yourself

4. Describe the steps of the SHARE model for giving good information –
share, highlight, assure, react, emphasize:

5. Describe the steps of the FOCUS model for getting good information –
focus, open end, close end, use, summarize:

6. Describe the steps of the STATE model for giving constructive feedback
– state, tell, address, tender, express:

7. Describe the the six aspects of non-verbal communication (body
language):


Test yourself… - answers

1. Communication is defined as the interchange of thoughts or opinions
through shared symbols.
True

2. The four facets of interpersonal communication are
sender, receiver, information, and behavior.
True

3. Unclear process; chain of command; large size of an organization or
geographic distance; personal limitations; human nature;
conflicting feelings, goals, opinions; power are examples of barriers
to communication.
True



4. The steps of the SHARE model for giving good information are:
– State the main point of your message
– Highlight other important points
– Assure the receiver’s understanding
– React to how the receiver responds
– Emphasize/summarize your main ideas

5. The steps of the FOCUS model for getting good information are:
– Focus the discussion on the specific information you need
– Open-end question to expand the discussion
– Close-end question to get specifics
– Use active listening skills to understand what you are hearing
– Summarize and close the discussion



6. The steps of the STATE model for constructive feedback are:
– State the constructive purpose of your feedback
– Tell specifically what you have observed
– Address and describe your reactions
– Tender specific suggestions for improvement
– Express your support for the person

7. The the six aspects of non-verbal communication (body language):
– Face – expressions, smile, tilt of head
– Figure – posture, demeanor, gestures, dress
– Focus – eye contact
– Territory – use of space
– Tone – voice pitch, volume, emphasis
– Time – the use time


Apply what you’ve learned
• When you started this program we asked you to
consider some questions. Let’s wrap up:
– What new things did you learn about interpersonal
communication?
– Did you meet your learning goals for this program?
– Did you meet your supervisor’s expectations, if any, for
participation in this training?
– How will you be able to apply your learning on the job?


Communication barriers

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