6 Interpersonal Comm
- 2. Chapter 3 Interpersonal Communication
- 3. A Perceptual Model of Communication Noise Sender Receiver decodes Receiver creates meaning Transmitted on medium Message Encoding Encoding Message Transmitted on medium Source decodes
- 4. Sources of Distortion in Upward Communication Situational Antecedents Patterns of Distortion in Upward Communication Supervisor’s upward influence Low High Increased distortion because employees send more favorable information and withhold useful information. Low High 2. Supervisor’s power Increased distortion because employees screen out information detrimental to their welfare. Low High 3. Subordinate’s aspiration for upward mobility Less accuracy because employees tend to pass along information that helps their cause. Low High 4. Subordinate’s trust in the supervisor Considerable distortion because employees do not pass up all information they receive.
- 5. Communication Styles Assertive Pushing hard without attacking; permits others to influence outcome; expressive and self-enhancing without intruding on others. Good eye contact; Comfortable but firm posture; Strong, steady and audible voice; Facial expressions matched to message; Appropriately serious tone; Selective interruptions to ensure understanding. Direct and unambiguous language; No attributions or evaluations of others’ behavior; Use of “I” statements and cooperative “we” statements. Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern
- 6. Communication Styles (continued) Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Aggressive Taking advantage of others; Expressive and self-enhancing at others’ expense. Glaring eye contact; Moving or leaning too close; Threatening gestures (pointing finger; clenched fist); Loud Voice; Frequent interruptions. Swear words and abusive language; Attributions and evaluations of others’ behavior; Sexist or racists terms; Explicit threats or put-downs.
- 7. Communication Styles (continued) Communication Nonverbal Behavior Verbal Behavior Style Description Pattern Pattern Nonassertive Encouraging others to take advantage of us; Inhibited; Self-denying. Little eye contact; Downward glances; Slumped postures; Constantly shifting weight; Wringing hands; Weak or whiny voice. Qualifiers (“maybe,” “kind of” ); Fillers (“uh,” “you know,” “well”); Negaters (“it’s really not that important,” “I’m not sure”).
- 8. Communication is more than just verbal… Nonverbal communication Words account for only 7% of emotional impact of a message Voice tones- 38% Facial Expressions- 55% High context vs. Low Context Cultures
- 9. Categories of Non-Verbal Messages Environment Interpersonal Distance Posture Gestures Facial Expressions Voice Quality Personal Appearance
- 10. Skills and Best Practices: Advice to Improve Nonverbal Communication Skills Maintain eye contact. Nod your head to convey that you are listening or that you agree. Smile and show interest. Lean forward to show the speaker you are interested. Use a tone of voice that matches your message Positive Nonverbal Actions Include:
- 11. Advice to Improve Nonverbal Communication Skills (cont) Avoiding eye contact and looking away from the speaker. Closing your eyes or tensing your facial muscles. Excessive yawning. Using body language that conveys indecisiveness or lack of confidence (e.g., slumped shoulders, head down, flat tones, inaudible voice) Speaking too fast or too slow. Negative Nonverbal Actions Include:
- 12. Listening Styles Results-style: Interested in the bottom line or result of a message. Reasons-style: Interested in hearing the rationale behind a message. Process-style: Likes to discuss issues in detail.
- 13. The Keys to Effective Listening Keys to Effective Listening The Bad Listener The Good Listener 1. Capitalize on thought speed Tends to daydream Stays with the speaker, mentally summarizes the speaker, weighs evidence, and listens between the lines 2. Listen for ideas Listens for facts Listens for central or overall ideas 3. Find an area of interest Tunes out dry speakers or subjects Listens for any useful information 4. Judge content, not delivery Tunes out dry monotone speakers Assesses content by listening to entire message before making judgments 5. Hold your fire Gets too emotional or worked up by something said by the speaker and enters into an argument Withholds judgment until comprehension is complete
- 14. The Keys to Effective Listening (cont) Keys to Effective Listening The Bad Listener The Good Listener 6. Work at listening Does not expend energy on listening Gives the speaker full attention 7. Resist Distractions Is easily distracted Fights distractions and concentrates on the speaker 8. Hear what is said Shuts our or denies unfavorable information Listens to both favorable and unfavorable information 9. Challenge yourself Resists listening to presentations of difficult subject manner Treats complex presentations as exercises for the mind 10. Use handouts, overheads, or other visual aids Does not take notes or pay attention to visual aids Takes notes as required and uses visual aids to enhance understanding of the presentation
- 15. Barriers to Effective Communication Process Barriers: involve all components of the perceptual model of communication Personal Barriers: involve components of an individual’s communication competence and interpersonal dynamics between people communicating Physical Barriers: pertain to the physical distance between people communicating Semantic Barriers: relate to the different understanding and interpretations of the words we use to communicate For class discussion: Which of the barriers to effective communication is the most difficult to deal with? Explain.
- 16. Metacommunication Communicating about one’s communication style/barriers to communication, etc.
- 17. Gender Differences Women Prefer conversation for rapport building Want empathy, not solutions Are more likely to compliment Emphasize politeness More conciliatory
- 18. Gender Differences Men Talk as a means to preserve independence and status by displaying knowledge and skill Work out problems on an individualized basis Are more directive in conversation Are more intimidating Call attention to their accomplishments Tend to dominate discussions during meetings