Interpersonal Communication

Chapter 2Chapter 2

Introduction

Most employees spend 75 percent of each workday communicating75 percent of what we hear we hear incorrectly75 percent of what we hear accurately we forget

within three weeks70 percent of all business communication fails to

achieve the intended purposes

The communication process consists of a sender who encodes a message and

transmits it through a channel to a receiver who decodes it and may give feedback.

The Communication Process

Step 1: Encodes message and selects transmission channel

Step 3: Decodes message and decides if feedback is needed

Step 2: Transmits message through a channel

Step 4: Feedback – response or new message may be transmitted

Exhibit 5.1

Barriers to Communication

PerceptionInformation overloadChannel selectionNoiseTrust and credibility

Not listeningEmotionsFilteringGenderCulture

How Barriers Affect The Communication Process

Message

Response

Barriers

Barriers

Steps in the Communication Process (1 of 3)

Step 1. The sender encodes the message and selects the transmission channelEncoding – the sender’s process of putting the

message into a form that the receiver will understand

Perception communication barriersInformation overload communication barriersTransmission channels

OralNonverbalWritten

Channel selection barriers

Steps in the Communication Process (2 of 3)

Step 2. The sender transmits the messageNoise communication barriers

Step 3. The receiver decodes the message and decides if feedback is neededDecoding – the receiver’s process of translating

the message into a meaningful formTrust and credibility communication barriersNot listening barrier to communicationEmotional barriers to communication

Steps in the Communication Process (3 of 3)

Step 4. Feedback – a response or a new message may be transmittedFiltering communication barriersGender style barrier to communication

Gender Conversation Differences

Research shows the men and women converse for different reasonsGender style becomes a barrier to

communication between the sexes

Women tend to:talk to create connections and develop

relationships

Men tend to:talk about status and independence

Barriers to Cross-Cultural Communication:

3. Language4. Etiquette and

Politeness

5. NonverbalCommunication

1. CulturalContext

2. SocialConvention

High- versus Low-Context Cultures

High-Context

Chinese

Korean

Vietnamese

Arab

Greek

Spanish

Italian

English

North American

Scandinavian

Swiss

German

Low-Context

High-Context

Chinese

Korean

Vietnamese

Arab

Greek

Spanish

Italian

English

North American

Scandinavian

Swiss

German

Low-Context

Cultural Context: High-Context Cultures

Rely heavily on nonverbal communicationRely on subtle situational cues during the

communication processWhat is not said is often more important

than what is actually saidImportant factors in communication:

official statusplace in societyreputation

Cultural Context: Low-Context Cultures

Rely heavily on the actual words usedNonverbal communications and subtle

situational cues are not as important as what is actually said

Status, place, and reputation are given secondary importance to the actual words

Social Conventions

Language, Etiquette, and Politeness Even when speaking the same language,

words mean different things, and the same thing may be called by different names

Nonverbal Communication Consists of messages we send without

using words

Guidelines to Overcome Global Barriers to Communications:

Believe there are differences until similarity is proven

Delay judgment of peoples’ behavior until you are sure you are being culturally sensitive

Put yourself in the receiver’s positionWhen in doubt, askFollow the other person’s lead and watch his or

her behavior

Sending Messages

To transmit messages effectively, managers must state exactly:what they wanthow they want it donewhen they want it done

Before you send a message,you should carefully select the channelplan how you will send the message

Goals of Communication

Influence

Inform

Express Feelings

Planning the Message

What is the goal of the message?Who should receive the message?How will you encode the message so that

it will be understood?When will the message be transmitted?

The Message-Sending Process Model

Step 1. Develop rapportStep 2. State the communication objectiveStep 3. Transmit the messageStep 4. Check understandingStep 5. Get a commitment and follow up

Receiving Messages

Communication does not take place unless the message is received with mutual understanding

The message cannot be received accurately unless the receiver listens

Empathic listening – the ability to understand and relate to another’s situation and feelings

Active Projective Listening Tips (1 of 2)

Listening 1. Pay attention 2. Avoid distractions 3. Stay tuned in 4. Do not assume and interrupt 5. Watch for nonverbal cues 6. Ask questions 7. Take notes 8. Convey meaning

Analyzing 9. Think10. Evaluate after listening11. Evaluate facts presented

Feedback

Process of verifying messagesForms of feedback include:

questioningparaphrasingallowing comments and suggestions

Feedback when giving and receiving messages facilitates job performance

360-Degree Feedback

Performance feedback method:downward from the supervisorlaterally from peers or coworkersupwards from subordinatesinwardly from the person getting the feedback

Customers and suppliers can also provide feedback on different aspects of performance

Common Approach of Getting Feedback

To send the entire messageFollowed by asking “Do you have any

questions?”Feedback usually does not follow because

people have a tendency not to ask questions because:They feel ignorantThey are ignorantReceivers are reluctant to point out the sender’s

ignorance

How to Get Feedback on Messages

Be open to feedbackBe aware of nonverbal communicationAsk questionsParaphrasing

Response Styles

AdvisingDivertingProbingReassuringReflecting

AdvisingDivertingProbingReassuringReflecting

Response Styles: Advising

Advising responses provide evaluation, personal opinion, direction, or instructionsEmployees often come to the manager for advice

on how to do something or for the manager to make a decision

Appropriate use of advising responses:Giving advice is appropriate when you are

directly asked for it

Response Styles: Diverting

Often called changing the subjectDiverting responses switch the focus of the

communication to a message of the receiverThe receiver becomes the sender of a different message

Appropriate use of diverting responses:When using the autocratic supervisory styleHelpful when used to share personal experiences of

feelings that are similar to those of the sender

Response Styles: Probing

A probing response asks the sender to give more information about some aspect of the messageUseful to get a better understanding of the

situation

Appropriate use of probing responses:During the early stages of the message to

ensure understanding

Response Styles: Reassuring

A reassuring response is given to reduce the intensity of the emotions associated with the message

Appropriate use of reassuring responses:When the other person lacks confidenceEncouraging responses can help employees

develop

Response Styles: Reflecting

The reflecting response paraphrases the message back to the sender to convey understanding and acceptanceUsed by the empathic projective listener

Appropriate use of reflecting responses:The empathic responder deals with content,

feelings, and the underlying meaning being expressed in the message