Communicating at Work

1. Communicating at Work

2. Changes Affecting the Workplace • Expanded team-based management • Innovative communication technologies • New work environments • Increasingly diverse workforce Success in the new workplace requires excellent communication skills.

3. The Communication ProcessBasic Model

4. The Communication ProcessBasic Model 1. Sender has idea

5. 1. Sender has idea The Communication ProcessBasic Model

6. 1. Sender has idea 2. Sender encodes idea in message The Communication ProcessBasic Model

7. 1. Sender has idea 2. Sender encodes idea in message The Communication ProcessBasic Model

8. 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel The Communication ProcessBasic Model

9. 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel The Communication ProcessBasic Model

10. 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message The Communication ProcessBasic Model

11. 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message The Communication ProcessBasic Model

12. 5. Feedback travels to sender 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message The Communication ProcessBasic Model

13. 5. Feedback travels to sender 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message The Communication ProcessBasic Model

14. 5. Feedback travels to sender 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message The Communication ProcessBasic Model

15. 5. Feedback travels to sender 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message 6. Possible additional feedback to receiver The Communication ProcessBasic Model

16. 5. Feedback travels to sender 1. Sender has idea 2. Sender encodes idea in message 3. Message travels over channel 4. Receiver decodes message 6. Possible additional feedback to receiver The Communication ProcessBasic Model

17. The Communication ProcessExpanded Model

18. Barriers to Interpersonal Communication • Bypassing • Limited frame of reference • Lack of language skills • Lack of listening skills • Emotional interference • Physical distractions

19. Understanding is shaped by • Communication climate • Context and setting • Background, experiences • Knowledge, mood • Values, beliefs, culture

20. Barriers That Block the Flow of Information in Organizations • Closed communication climate • Top-heavy organizational structure • Long lines of communication • Lack of trust between management and employees • Competition for power, status, rewards

21. Additional Communication Barriers • Fear of revenge for honest communication • Differing frames of reference among communicators • Lack of communication skills • Ego involvement

22. A Classic Case of Miscommunication In Center Harbor, Maine, local legend recalls the day when Walter Cronkite steered his boat into port. The avid sailor was amused to see in the distance a small crowd on shore waving their arms to greet him. He could barely make out their excited shouts: “Hello Walter, Hello Walter!”

23. A Classic Case of Miscommunication As his boat came closer, the crowd grew larger, still yelling. Pleased at the reception, Cronkite tipped his white captain's hat, waved back, even took a bow. But before reaching dockside, Cronkite's boat abruptly jammed aground. The crowd stood silent. The veteran news anchor suddenly realized what they'd been shouting: “Low water, low water!”

24. Analysis of Flawed Communication Process

25. Analysis of Flawed Communication Process Sender has idea Warn boater

26. Sender has idea Warn boater Sender encodes message “Low water!” Analysis of Flawed Communication Process

27. Sender has idea Warn boater Sender encodes message “Low water!” Channel carries message Message distorted Analysis of Flawed Communication Process

28. Sender has idea Warn boater Sender encodes message “Low water!” Channel carries message Message distorted Receiver decodes message “Hello Walter!” Analysis of Flawed Communication Process

29. Frame of reference Language skills Listening skills Receiver accustomed to acclaim and appreciative crowds. Maine accent makes "water" and "Walter" sound similar. Receiver more accustomed to speaking than to listening. Barriers That CausedCronkite Miscommunication

30. Emotional interference Physical barriers Ego prompted receiver to believe crowd was responding to his celebrity status. Noise from boat, distance between senders and receivers. Barriers That CausedCronkite Miscommunication Which of these barriers could be overcome through improved communication skills?

31. Overcoming Communication Barriers • Realize that communication is imperfect. • Adapt the message to the receiver. • Improve your language and listening skills. • Question your preconceptions. • Plan for feedback.

32. Organizational Communication • Functions: internal and external • Form: oral and written • Form: channel selection dependent on • Message content • Need for immediate response • Audience size and distance • Audience reaction • Need to show empathy, friendliness, formality • Flow: • Formal: down, up, horizontal • Informal: grapevine

33. Communication Flowing Through Formal Channels Downward Management directives Job plans, policies Company goals Mission statements Horizontal Task coordination Information sharing Problem solving Conflict resolution Upward Employee feedback Progress reports Reports of customer interaction, feedback Suggestions for improvement Anonymous hotline

34. Forms of Communication Flowing Through Formal Channels Written Executive memos, letters Annual report Company newsletter Bulletin board postings Orientation manual Oral Telephone Face-to-face conversation Company meetings Team meetings Electronic E-mail Voicemail Instant Messaging Intranet Videoconferencing

35. MISCOMMUNICATION IN PRODUCT EVOLVEMENT

36. As Marketing Requested It

37. As Sales Ordered It

38. As Engineering Designed It

39. As Production Manufactured It

40. As Maintenance Installed It

41. What the Customer Wanted

42. Message Amount of message written by board of directors 100% Message DistortionDownward CommunicationThrough Five Levels of Management

43. Message Amount of message written by board of directors 100% received by vice-president 63% Message DistortionDownward CommunicationThrough Five Levels of Management

44. Message Amount of message written by board of directors 100% received by vice-president 63% received by general supervisor 56% Message DistortionDownward CommunicationThrough Five Levels of Management

45. Message Amount of message written by board of directors 100% received by vice-president 63% received by general supervisor 56% received by plant manager 40% Message DistortionDownward CommunicationThrough Five Levels of Management

46. Message Amount of message written by board of directors 100% received by vice-president 63% received by general supervisor 56% received by plant manager 40% received by team leader 30% Message DistortionDownward CommunicationThrough Five Levels of Management

47. Message Amount of message written by board of directors 100% received by vice-president 63% received by general supervisor 56% received by plant manager 40% received by team leader 30% received by worker 20% Message DistortionDownward CommunicationThrough Five Levels of Management

48. Surmounting Organizational Barriers • Encourage open environment for interaction and feedback. • Flatten the organizational structure. • Promote horizontal communication. • Provide hotline for anonymous feedback. • Provide sufficient information through formal channels.

49. Five Common Ethical Traps • The false-necessity trap (convincing yourself that no other choice exists) • The doctrine-of-relative-filth trap (comparing your unethical behavior with someone else’s even more unethical behavior) • The rationalization trap (justifying unethical actions with excuses)

50. Five Common Ethical Traps • The self-deception trap (persuading yourself, for example, that a lie is not really a lie) • The ends-justify-the-means trap (using unethical methods to accomplish a desirable goal)