Ethical Communication Strategies: The Model of Strategic Communication

1. KOM5217 STRATEGIES OF COMMUNICATION SECOND FACE-TO-FACE MEETING The Model of Strategic Communication O’Hair, D., Friedrich, G.W. & Shaver, L.D. (1998) Strategic Communication in the Business and the Profession Saturday, 12 April 2014

2. Agenda for Second F2F Lecture 12 April 2014 9:10am to 9:30am: Review of Assignment 1 and Assignment 2 9:30am to 10:45am: Lecture on the Model of Strategic Communication 10:45am- 12:00pm: Example of Group Assignment (Option 3)

3. The Model of Strategic Communication Approaches to effective communication strategies: 1. Maintain Candor 2. Keep Messages Accurate 3. Avoid Deception 4. Maintain Consistent Behavior 5. Keep Confidences 6. Ensure Timeliness of Communication 7. Confront Unethical Behavior 8. Cultivate Empathic Listening

4. The Model of Strategic Communication 1. Maintain Candor Candor refers to truthfulness, honesty and frankness in your communication with other people. Although revealing everything you know about a situation may not always be appropriate, it is usually wise and ethical to be as open and frank about information as possible. Others will take note and mirror your behavior, creating openness throughout the organization.

5. The Model of Strategic Communication 2. Keep Messages Accurate When you are relaying information from one source to another, communicate the original message as accurately as possible.

6. The Model of Strategic Communication Keep Messages Accurate “Messages are usually more accurately disseminated (sent/received) by means of face-to-face communication, as compared to using technology (such as the phone)” Ruben, B. (2009: 17).

7. The Model of Strategic Communication 3. Avoid Deception Ethical communicators are always vigilant in their quest to avoid deception – the fabrication, intentional distortion, or withholding of information – in their communication

8. Lecture Week 5: The Model of Strategic Communication Avoid Deception “Intentional or unintentional deceptions may exists during communication – either by means of manipulating words or images with the intention of deceiving others” (Gilchrist, 2008: 32)

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14. The Model of Strategic Communication 4. Maintain Consistent Behavior One of the most prevalent yet noticeable areas of unethical behavior is communicating one thing and doing another. You must always monitor your behavior to ensure that it matches what you say to others.

15. The Model of Strategic Communication 5. Keep Confidences When someone tells you something and expects you not to divulge that information to others, a sacred trust has been placed on you. Even if you tell someone else and make him or her promise not to tell others, you cannot really expect that person to take you seriously. More often than not, the original information gets back to the source, and the confidence that person placed in you is undermined.

16. The Model of Strategic Communication 6. Ensure Timeliness of Communication The timing of messages can be critical. When you delay sending messages so that others do not fully benefit, they can (rightly) assume that you have acted unethically.

17. The Model of Strategic Communication 7. Confront Unethical Behaviour To maintain consistent ethical viewpoint, you must confront unethical behaviour when you observe it. Public indictment of unethical persons may not be necessary, but it is important that such people understand that your own tolerance for unethical behaviour is low.

18. The Model of Strategic Communication 8. Cultivate Empathic Listening By lending a sensitive and empathic ear to those who are troubled by their own or others’ unethical behavior, you can better understand and help to solve the problems associated with these acts.

19. The Model of Strategic Communication Strategic Communication means achieving your potential in four areas: 1. Goal Setting 2. Situational Knowledge 3. Communication Competence 4. Anxiety Management

20. The Model of Strategic Communication 1. Goal Setting Each communication situation can be approached as a goal-setting activity. You will be more likely to succeed in your communication if you set clear and challenging goals for yourself.

21. The Model of Strategic Communication Goal Setting Process Identify the Problem Specify as exactly as possible what is to be accomplished from the communication event: the job, assignment, or responsibility to be completed.

22. The Model of Strategic Communication Goal Setting Process Map Out a Strategy Determine the level of performance necessary to achieve the desired goal and create an evaluation measure that will tell you if you have reached that level. This measure may be as simple as an informal checklist that points out specific items necessary for success, or it may be a complex and sophisticated formal evaluation form that measures your level of performance in a variety of categories.

23. The Model of Strategic Communication Goal Setting Process Set a Performance Goal High goals are preferable to low goals because low goals may keep you from realizing your full communication potential. It would be a good idea to push yourself beyond what you honestly feel would be your best performance. You will reach that goal more often than you think.

24. The Model of Strategic Communication Goal Setting Process Identify the Resources Necessary to Achieve the Goal Time, equipment, money, favors, encouragement, and moral support are just a few of the resources you may need to achieve your goals. Anticipating your resource needs will strengthen the plans and actions you take later, and planning how you will use resources can make your goals more real and concrete.

25. The Model of Strategic Communication Goal Setting Process Recognise Contingencies That May Arise Contingencies are events, obstacles or circumstances that prevent you from reaching your goal. If you keep in mind Wiio’s Law (“if communication can fail, it will”), you will anticipate potential problems such as equipment failure (for example, overhead and slide projector failures), hostile people, cramped spaces, time constraints and even illness.

26. The Model of Strategic Communication Goal Setting Process Obtain Feedback Feedback clarifies messages and verifies shared meaning. Feedback also makes goal setting more effective because it indicates when and where you may need to adjust your direction or methods so that you are achieving your best. Feedback can also provide encouragement. If you receive feedback messages that support your goals and your progress toward them, you are more likely to reach those goals and set higher ones in the future.

27. The Model of Strategic Communication 2. Situational Knowledge Information that you have (or can collect) about the requirements for successful communication in a particular context is situational knowledge. You greatly improve your chances of successful communication if you know what is appropriate and expected of you.

28. The Model of Strategic Communication 3. Communication Competence When you plan communication strategically, you choose a number of factors – such as type of message, type of channel, style of delivery. Communication competence also entails adapting correctly to situational demands.

29. The Model of Strategic Communication Communication Competence Be Specific Include as many details and definite facts as possible to prevent vagueness (get straight to the point)

30. The Model of Strategic Communication Communication Competence Be Accurate Ensure that what you are communicating is as authentic and reliable as possible.

31. The Model of Strategic Communication Communication Competence Be Honest Don’t give in to the temptation to use data, facts and relationships in ways that are less than forthright just to strengthen your case.

32. The Model of Strategic Communication Communication Competence Be Logical Keep in mind that messages are most easily understood when they follow a logical, rational and sequential path that others can readily follow.

33. The Model of Strategic Communication Communication Competence Be Complete Check your potential message to ensure that you have provided all the information the receiver requires.

34. The Model of Strategic Communication Communication Competence Be Succinct While being complete, be as brief or concise as possible. No one in the professional world has time for unnecessarily long messages.

35. The Model of Strategic Communication Communication Competence Include Time Frames All receivers need to know the time frames you have in mind for acting on your message. When you need action, give a specific indication in your message.

36. The Model of Strategic Communication Communication Competence Be Relevant Make sure that the only people getting your message are those who need or want it. Sending messages to just anyone wastes your time and theirs.

37. The Model of Strategic Communication Communication Competence Be Timely Be sure to send messages in a timely fashion. Messages should not arrive too early or too late.

38. The Model of Strategic Communication Communication Competence Ask For Feedback Ask receivers for feedback to elicit information about their feelings and reactions to your message.

39. The Model of Strategic Communication 4. Anxiety Management Job interviews, meetings with superiors, and group problem-solving meetings are a few of the many situations that may cause anxiety on the job. Control of anxiety is a critical element in effective and strategic communication.

40. Anxiety Management Communication Anxiety Study A study conducted by Wallenchinsky (1995) among urban respondents in New York on their communication skills revealed that 87% felt uncomfortable during formal communication, especially when facing a group of audience (giving speeches)

41. Anxiety Management Communication Anxiety Wallenchinsky’s (1995) study listed the following top 10 human fears: 10. DOGS 9. LONELINESS 8. FLYING 7. DEATH 6. SICKNESS

42. Anxiety Management Communication Anxiety 5. DEEP WATER 4. FINANCIAL PROBLEMS 3. INSECTS AND BUGS 2. HEIGHTS

43. Anxiety Management Communication Anxiety 1. SPEAKING BEFORE A GROUP

44. Anxiety Management Causes of Communication Anxiety Novelty People are especially anxious in new communication situations.

45. Anxiety Management Causes of Communication Anxiety Formality Communication situations that require prescribed actions and behaviors and allow little deviation from those norms frequently cause anxiety

46. Anxiety Management Causes of Communication Anxiety Subordinate Status Being in a subordinate position often causes people to feel intimidated and ill at ease

47. Anxiety Management Causes of Communication Anxiety Conspicuousness Communication situations that put people at the center of others’ attention (such as public speaking) can be uncomfortable

48. Anxiety Management Causes of Communication Anxiety Lack of Skill A communicator who knows that he/she does not have the communication skills necessary to be effective in some situations is likely to feel anxious.

49. Anxiety Management Causes of Communication Anxiety Past Experiences Failure in certain communication situations (such as job interviews) may cause anxiety about future encounters.

50. Anxiety Management Causes of Communication Anxiety Evaluation Knowing that communication skills are being assessed can cause anxiety, especially if there is a lot at stake.