Understanding Behavior, Human Relations, and Performance

5Interpersonal

Communication

Here’s the situation – Part 1

Over twelve years ago, Pamela West went to work for a well known architecture firm. When she was hired, her boss, Chief Engineer, Clyde Haug, told her that his plans for her was to rise to the top. She learned the ropes and prior to Clyde’s retirement, she became a senior executive of the firm.

Pamela thought that she would be in line for Clyde’s position, but instead, the President of the firm hired his old colleague and friend, Remington Kates.

Here’s the Situation –

Part 2

Although Pamela was disappointed, she decided that she liked her job and had earned the respect of her team enough to make it worth it to stay. However, she is having difficulty working with Remington. Every time they talk, he seems to always misinterpret Pamela’s message. He seems to get angry over things that they discussed in advance, claiming that he was not informed of the situation. He claims that she isn’t including him in meetings, when she has clearly sent him e-mails and has even gone out of her way to remind him of meetings. He claims that she has undermine his authority by working on projects that she clearly has received approval on from him. He doesn’t seem to listen to her when she tries to explain things to him. Questions:

1. What are the issues?

2. What could be the problem?

3. What should she do?

RECEIVER

The Communication Process

Step 2Send the message

(transmission media-oral, written, nonverbal)

Step 4Response to message(not always required-response may be a

role reversal)

SENDER

Step 1Select

transmissionmedia

(encode)

Step 3Message received (decode)

RECEIVER

The Communication Process

Step 2Send the message

(transmission media-oral, written, nonverbal)

Step 4Response to message(not always required-response may be a

role reversal)

SENDER

Step 1Select

transmissionmedia

(encode)

Step 3Message received (decode)

NOISE/ Internal

& External

Here’s what happens when communication collides with Internal & External Noise!

Internal/External Noise…

Shuts communication downCreates barriers between peopleCreates the impression that the

individual does not careGives the impression that further

communication is unwelcomed

The Goals of Communication

...are to

influence,

inform,

and/or to express feelings.

Communication: the process of a sender transmitting a message to a receiver with mutual understanding.

Sender has two options after transmitting the message:1) Assume the receiver understands (one-way

communication).2) Check to see if the message has been understood by:

Questioning Encouraging responses and questions Paraphrasing

Paraphrasing: the process of having the receiver restate the message in his or her own words.

Transmission Media

Oral CommunicationsFace-to-faceTelephoneMeetingsPresentations

Written CommunicationsMemosLettersReportsBulletin boardsPostersComputers/e-mailFax

Nonverbal Communications

Facial expressions,Vocal qualitiesGesturesPosture

Watch Your Personal Space!

Sending Messages

Planning the message

1. WHAT is the goal of the message?

2. WHO should receive the message?

3. HOW will you encode the message?

4. WHEN will you transmit the message?

5. WHERE will you transmit the message?

The Message-Sending Process Model

Step 1: Develop rapport.

Step 2: State the communication objective.

Step 3: Transmit the message.

Step 4: Check understanding.

Step 5: Get a commitment and follow up.

Projective 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.

Projective Listening …a little more…

Analyzing

9. Think.

10. Evaluate after listening.

11. Evaluate facts presented.

Speaking

12. Paraphrase first.

13. Watch for nonverbal cues.

Levels of Listening

3. ProjectiveThe receiver listens without evaluation to the full message,

attempting to understand the sender’s viewpoint.

2. EvaluativeThe receiver listens carefully until hearingsomething that is not accepted. Listeningends and the response to the incomplete

message is developed.

1. MarginalThe receiver does not listen

carefully. The message isnot heard or under-

stood withmutual

agreement.

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

Benefits of Listening:

1. Shows respect2. Builds Relationships3. Increases Knowledge4. Generates Ideas5. Builds Bridges to

corporation and negotiation

CRITICISM

A critical spirit does not reflect love or kindness.

Criticism is the practice of judging the merits and faults of something or someone in an intelligible (or articulate) way.

Jon & Kate Gosselin "ugly moments" from season 1

Kate Gosselin on TODAY Show With Daughters (Awkward Silence)

Guidelines for Effective Criticism

Be kind!!! Don’t belittle the individual! You have your faults too! Seek to understand. Remember, there are different ways to

approach a problem. You’re not always right! Focus on performance, not the person. Don’t personally

attack the individual. Give more praise than analysis. Criticism should be performance oriented ONLY!!! Give specific and accurate analysis. Open on a positive note and close by repeating what action is

needed. Remember, someone could be critical of you!

Dealing with Emotional Employees

Understanding feelingsFeelings are subjective.Feelings are usually disguised as factual

statements.Feelings are neither right nor wrong.

Calming the emotional employeeNever tell the employee that they shouldn’t

feel the way they do.Never chastise them for their feelings.Never tell them that you know how they feel,

because you don’t!

Dealing with Emotional Employees

Empathic listeningDon’t argue with the

employee.Identify their feelings

without agreeing or disagreeing.

After dealing with emotions, go on to work on content.

Response Styles

Response Description Appropriate Situation

Evaluating Accepts, rejects, passes judgment, When asked for advice, direction or or offers advice. opinion; when autocratic supervisory

style is appropriate.

Confronting Challenges sender to clarify When sender is unaware of mistakesthe message. or omissions in the message.

Diverting “Changing the subject”, redirect, As part of autocratic/consultative style,close, or limit flow of message. to relate experiences or feelings similar

to those of the sender.

Probing Tries to get more information, With participative supervisory styles,improve understanding with early in message“what” questions

Reassuring Reduces intensity of emotions When sender lacks confidence.

Reflecting Paraphrases message back to With participative supervisory style,sender, to demonstrate under- improves understanding when used in standing of the message the early stages of the message.