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1. 2 - 1 Business Communication: Process and Product, Mary Ellen Guffey, South-Western.

2. Why Organizations AreTurning to Teams • Improved sharing of information • Better use of resources • More creative and efficient solutions to problems • Improved job satisfaction for employees • Increased pride in jobs; higher self-esteem • Better products, improved processes • Increased overall productivity 2 - 2

3. Characteristics of Successful Teams • Small size, diverse makeup • Agreement on purpose • Agreement on procedures • Ability to deal with conflict • Use of good communication techniques • Ability to collaborate rather than compete • Shared leadership 2 - 8

4. Strategies for Effective Conflict Resolution 1. When attacked, negotiate rather than escalate. * Separate the issue from the person. * Act as if the other side does not want to harm you personally. 2. Use the third person. * Avoid “you” and “I” statements. Not: You never come prepared, and I’m sick of it. But:It’s hard to discuss this without all the facts. 3. Work to maintain a calm tone of voice. * Stay away from provocative verbal emphasis. Not: It’s HARD to discuss this without ALL the facts. 2 - 9

5. Strategies for Effective Conflict Resolution 4. Practice compassionate, helpful feedback. * Focus on behaviors, not attitudes. * Talk about things that can be changed. Not: Stop being aggressive! But:It would be easier to respond if you lowered your voice. 5. Avoid sending threatening signals. * Don’t engage in sustained eye contact. * Keep hand gestures to a minimum. 6. Don’t use “First Strike” language. * You always . . . or If you really . . . or Try to understand. . . 2 - 10

6. Strategies for Effective Conflict Resolution 7. When provoked, try a listening check. * Calmly and respectfully restate both sides of the argument. * Take time to walk around and around the topic – and cool off. 8. Clear the air. * If you’re on a team with someone who seems consistently irritated with you, ask for a private meeting. * Solicit feedback; listen without interrupting and with an open mind. * Request permission to respond with equal openness. 2 - 11

7. Listening 2 - 12

8. Perception The Listening Process 2 - 13

9. Perception Interpretation The Listening Process 2 - 14

10. Perception Interpretation Evaluation The Listening Process 2 - 15

11. Perception Interpretation Evaluation Action The Listening Process 2 - 16

12. Ten Misconceptions About Listening 1. Listening is a matter of intelligence. Fact: Careful listening is a learned behavior. 2. Speaking is a more important part of the communication process than listening. Fact: Speaking and listening are equally important. 3. Listening is easy and requires little energy. Fact: Active listeners undergo the same physiological changes as a person jogging. 2 - 17

13. Ten Misconceptions About Listening 4. Listening is an automatic reflex. Fact: Listening is a conscious, selective process. Hearing is an involuntary act. 5. Speakers are able to command listening. Fact: Speakers cannot make a person really listen. 6. Hearing ability determines listening ability. Fact: Listening happens mentally – between the ears. 7. Speakers are totally responsible for communication success. Fact: Communication is a two-way street. 2 - 18

14. Ten Misconceptions About Listening 8. Listening is only a matter of understanding a speaker’s words. Fact: Nonverbal signals also help listeners gain understanding. 9. Daily practice eliminates the need for listening training. Fact: Without effective listening training, most practice merely reinforces negative behaviors. 10. Competence in listening develops naturally. Fact: Untrained people listen at only 25 percent efficiency. 2 - 19

15. Tips for Better Listening • Control external and internal distractions. • Become actively involved. • Identify important facts. • Don’t interrupt. • Ask clarifying questions. • Paraphrase to increase understanding. • Take advantage of lag time. • Take notes to ensure retention. 2 - 20

16. Nonverbal Communication Nonverbal communication includes all unwritten and unspoken messages, both intentional and unintentional. 2 - 21

17. Areas of Nonverbal Communication Study 1. Kinesics – the study of messages sent by body movement, facial expressions, posture, and gestures 2. Ocular contact – the study of the type and amount of eye-movement, including staring and blinking 3. Paralinguistics – the study of vocal factors, such as clarity, tone, nonverbal utterances, and silence 2 - 22

18. Areas of Nonverbal Communication Study 4. Proxemics – the study of the meaning of space, distance, and territoriality 5. Haptics – the study of touch, including such actions as handshakes, hugs, and back patting 6. Semiotics – the study of messages implied by such objects as dress, decor, address, and status symbols 2 - 23

19. 1. Insecurity 2. Defensiveness 3. Cooperation 4. Confidence 5. Nervousness 6. Frustration Short breaths, “tsk” sound, clenched hands, wringing hands Steepled hands, hands behind back, hands on lapels of coat, broad gestures Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears Pinching flesh, chewing pen, biting fingernails Nonverbal Behavior and PerceptionA “Matching” Quiz 2 - 24

20. 1. Insecurity 2. Defensiveness 3. Cooperation 4. Confidence 5. Nervousness 6. Frustration 6 Short breaths, “tsk” sound, clenched hands, wringing hands 4 Steepled hands, hands behind back, hands on lapels of coat, broad gestures 2 Arms crossed, sideways stance, touching and rubbing nose, rubbing eyes, drawing away 3 Open hands, upper body in sprinter’s position, sitting on edge of chair, hand-to-face gestures 5 Clearing throat, “whew” sound, whistling, smoking, fidgeting, tugging ears 1 Pinching flesh, chewing pen, biting fingernails Nonverbal Behavior and PerceptionA “Matching” Quiz 2 - 25

21. Planning and Participatingin Meetings • Consider alternatives. Is a meeting necessary? • Invite the right people. Include . . . those who have information. those who can make decisions. those who must implement decisions. • Distribute an agenda. Before the meeting 2 - 26

22. Planning and Participatingin Meetings • Start on time and introduce the agenda. • Appoint a secretary and recorder. • Encourage balanced participation. • Confront conflict frankly. • Summarize points of consensus along the way. During the Meeting 2 - 27

23. Planning and Participatingin Meetings • Review meeting decisions. • Distribute minutes of meeting. • Remind people of action items. Ending the Meeting and Following Up 2 - 28

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