Building a Positive Self-Image: The Foundation of Effective Communication

1. Chapter 3 “The Communication Process and You” OHS

2. Introduction • Communication begins within you • How you perceive yourself, your experiences and the world around you lays the foundation for social and professional communication

3. Topics of Discussion • Perception Process • Self-concept • Dimensions of “self” • Self-fulfilling prophesy • Self-disclosure • Johari Window • Interaction styles

4. Section 1 “Understanding Intrapersonal Communication” • Self-talk • Most powerful impact in life

5. Perception Process • Sensory

6. Perception Process • Selective • Intensity • Repetition • Uniqueness • Relevance

7. Perception Process • Managing selective perception • Stay alert • Stay focused • Block out noise • Monitor selections

8. Perception Process • Personal • Factors that influence • Values • Beliefs • Culture

9. Perception Process • Personal • Factors that influence • Bias – results from experience and culture, + or – • Prejudice – based on lack of information or misinformation, only

10. Perception Process • Personal • Factors that influence • Attitudes • Expectations

11. Perception Process • Personal • Factors that influence • Knowledge • Communication skill

12. Section 2 “Understanding Self as a Communicator

13. Self-Concept • Factors that influence • How you perceive others see and treat you • Your expectations and standards for yourself • How you compare yourself to others

14. Self-Concept • Interaction Scripts • I’m OK – You’re OK positive • I’m Ok –You’re not OK possible negative • I’m not OK – You’re OK possible negative • I’m not OK – You’re not OK negative

15. Dimension of Self Real Perceived self Ideal self Public self Defined by Who you really are – the “real” you Who you see yourself to be Who you want to be now or in the future The self you freely disclose to all Self-Concept

16. Dimension of Self Private self Professional self Social self Defined by The self you do not share with others Who you are on the job Who you are when you interact with others Self-Concept

17. Dimension of self Intellectual self Emotional self Defined by The part that uses and acquires knowledge The part that uses and processes feelings Self-Concept

18. Dimension of Self Physical Defined by Includes athletic ability, gracefulness, coordination, attractiveness, health and well-being Self-Concept

19. Dimension of Self Artistic Defined by The part that is creative and artistic Self-Concept

20. Self-Concept Building a positive self image • Determine goals • Set goals and write them down • Post goals • Positive self-talk • Get support and feedback from others • Believe you can • Picture yourself succeeding

21. Self-fulfilling Prophesy Affected by • Own self-concept and expectations • What you think others expect of you

22. Self-disclosure • Appropriate for time, place or circumstance • Inappropriate for time, place or circumstance

23. Open Things you know about yourself and you allow others to know Hidden Things you know or believe but don’t share with others Blind Information known to others but not to you Unknown Areas that neither you nor others acknowledge or know Johari Window

24. Interaction Style Open • Openly communicate behaviors • “ motivations • “ feelings • Willing to disclose a great deal • Knows self through insight and feedback

25. Interaction Style Blind • Others know information about you, but you aren’t aware of it • Feedback can make you aware • Don’t seek or learn from feedback • Don’t use self-reflection

26. Interaction Style Hidden • Things you know or believe but don’t share • Unwilling to take risks • Keep a great deal undisclosed • Provide little feedback to others

27. Interaction Style Unknown • Neither you nor others know • May be known but not acknowledged • May keep self and others in the dark

28. Leaders • Appointed • Emerging

29. Leadership Traits • Effective communication • Desire • Creative • intelligent

30. Leadership Style • Authoritarian – quick decisions • Democratic – invites participation • Laissez-faire – gives up power • Balanced – task/relationships

31. Leadership Power Power Type Problems Abuse Bribery Creates resentment Not recognizing expertise of others Ethical May be withdrawn • Legitimate – assigned • Reward – ability to repay • Coercive – ability to force • Expert – most knowledge about how • Informational – most access to information • Referent - respect

32. Effective Leaders • Make others feel important • Promote a vision • Focus on task • Respect others • Admit mistakes • Criticize in private • Stay visible • Celebrate achievement

33. What This Means • The most important component of communication is You!