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Ch. 2: An Interpersonal Communication Process

Ch. 2: An Interpersonal Communication Process. Interchanging Roles. Directive Approach The interviewer establishes the purpose of the interview and attempts to control the pacing, climate, formality, and drift of the interview Nondirective Approach

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Ch. 2: An Interpersonal Communication Process

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  1. Ch. 2: An Interpersonal Communication Process

  2. Interchanging Roles • Directive Approach • The interviewer establishes the purpose of the interview and attempts to control the pacing, climate, formality, and drift of the interview • Nondirective Approach • Interviewee(s) have significant control over the subject matter, length of answers, climate and formality. • Combination Approaches All slides based on Interviewing: Principles and Practices, by Charles J.Stewart and William B. Cash, Jr. (2008)

  3. Interpersonal Communcation R E E R All slides based on Interviewing: Principles and Practices, by Charles J.Stewart and William B. Cash, Jr. (2008)

  4. Perceptions • Perceptions of Self • Self-concept • Self-esteem • Perceptions of the Other Party • Cultural Differences • Perceptions of the other party’s age, sex, race, etc. • Perceptions may (and perhaps should ) change as the interview progresses All slides based on Interviewing: Principles and Practices, by Charles J.Stewart and William B. Cash, Jr. (2008)

  5. Communication Interactions • Levels of Interaction • Level 1: relatively safe and nonthreatening (facts and figures about life) • Level 2: personal, controversial or threatening topics about beliefs, attitudes, values and positions. • Level 3: intimate and controversial areas of life—responses include full disclosure of feelings, beliefs, etc. All slides based on Interviewing: Principles and Practices, by Charles J.Stewart and William B. Cash, Jr. (2008)

  6. Communication Interactions • Sex, Culture and Interaction • Sex: women tend to disclose more than men and are allowed to express emotions more openly (with the exception of anger) • Culture: cultures vary in how, when and to whom self-disclosure is appropriate • “Politeness Theory” holds that all persons want to be appreciated and protected All slides based on Interviewing: Principles and Practices, by Charles J.Stewart and William B. Cash, Jr. (2008)

  7. Communication Interactions • Verbal Interactions • Words are imperfect and often lead to miscommunication as much as they may communicate • I.E., Multiple Meanings, Ambiguities, Sound Alikes, Connotations, Jargon, Slang, Euphemisms, Naming/Labeling, Word Order, Power Words, Regional Differences, Gender and Global Differences All slides based on Interviewing: Principles and Practices, by Charles J.Stewart and William B. Cash, Jr. (2008)

  8. Communication Interactions • Nonverbal Interactions • Up to two-thirds of meaning is conveyed in nonverbal communications (facial expression, body posture, gestures, etc.) All slides based on Interviewing: Principles and Practices, by Charles J.Stewart and William B. Cash, Jr. (2008)

  9. Feedback • Feedback verifies what is being communicated and how well it is being communicated. • Communicated verbally and nonverbally All slides based on Interviewing: Principles and Practices, by Charles J.Stewart and William B. Cash, Jr. (2008)

  10. Listening Styles • Listening for Comprehension • Receiving, understanding and remembering the message as accurately and completely as possible • Listening for Empathy • Communicating genuine concern, understanding and involvement with the person’s subjective frame of reference. All slides based on Interviewing: Principles and Practices, by Charles J.Stewart and William B. Cash, Jr. (2008)

  11. Listening Styles • Listening for Evaluation • “Critical Listening”: Judging what you hear and observe • Listening for Resolution • Dialogic Listening: focus on “ours” rather than “mine” or “yours”—appropriate for problem-solving interviews where the purpose is joint resolution All slides based on Interviewing: Principles and Practices, by Charles J.Stewart and William B. Cash, Jr. (2008)

  12. The Interview Situation • Surroundings (atmosphere, climate, noise, presence of others/privacy) • Time (time of day, week, year) • Place (on whose “turf”) • Proximity and Setting (arrangement, comfort) All slides based on Interviewing: Principles and Practices, by Charles J.Stewart and William B. Cash, Jr. (2008)

  13. Outside Forces • Family, associates, friends, etc. may influence the progression of the interview • No one comes to the interview from a vacuum—we bring our lives with us. All slides based on Interviewing: Principles and Practices, by Charles J.Stewart and William B. Cash, Jr. (2008)

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